In a world marked by rapid technological change and global shifts, the ability to stay competitive often comes down to how well organisations develop their people. Yet, too many corporate training programs still operate on outdated models—ones that don’t adequately prepare employees for the challenges ahead.

Drawing inspiration from Jerome Bruner’s theories, we can rethink how learning happens within the workforce. Bruner’s concept of the Spiral Curriculum, where complex ideas are introduced early and revisited with increasing depth, offers a model that can help organisations future-proof their talent pipelines. Learning shouldn’t be linear or static; it should be cyclical, iterative, and evolving—just like the challenges businesses face.

Additionally, Bruner’s emphasis on scaffolding, where learners receive temporary support that diminishes as their abilities grow, has profound implications for how we structure workplace learning. It’s about creating an environment where employees are continuously supported and empowered to take more responsibility for their own learning over time. This approach mirrors the growing trend of employee-driven development programs that encourage autonomy and self-direction.

But let’s pause and ask:

  • Do your learning programs promote this level of engagement?
  • Are they dynamic and designed to evolve alongside technological advances and shifting global demands?

At the forefront of talent development, we challenge ourselves in 4C —and our clients—to think about how today’s learning strategies are equipping people for tomorrow’s world. It’s time to ask whether your learning approach is preparing your talent not just for the tasks at hand but for the unknown challenges and opportunities that lie ahead.

If you would like a conversation on capability development, get in touch with Allison Ford-Langstaff (FCIPS), always happy to talk on a this subject as it is one of her passions. We firmly believe transformation and change starts with people, always.