Training Curriculum Customization

If you don't know the context of what your learners need, then this happens! As learning professionals, understanding the context of our learners is paramount in delivering impactful training solutions! This might sound obvious, but by conducting a thorough analysis, we can identify their needs and define clear learning experiences that align with the context of their work. Just like giving a bicycle to a fish won't help it thrive, providing generic content without contextual understanding won't lead to meaningful development. This will just mean we have 'ticked a box' and provided learning without really looking at whether it is actually right for our people. So where can you start? 💡 Analysing performance gaps and considering business goals help strike the right balance between learner-centricity and organisational objectives. 💡 Personalising learning experiences based on where individuals are accessing the learning and what aligns best for their information needs at that moment in time, e.g. a shop-floor employee might need an answer to a product question that they can get in 1-minute on their phone rather than them having to take a big course where all the information is given to them to hopefully remember six months later. Customisation of the learning experience through understanding the context is the key to success! 💡 Implementing continuous feedback loops and measuring effectiveness empowers us to iterate and improve, ensuring our training programs stay relevant and valuable. 💡 Stay updated with industry trends and best practices to deliver cutting-edge training experiences that cater to the ever-evolving needs of our learners, but make sure whatever you choose to test is aligned with the needs and the context of your learner's overall experience. When it comes to context, an effective training analysis lays the foundation for a successful learning experience that truly helps learners and contributes to the organisation's growth. #learningexperiencedesign #traininganddevelopment #instructionaldesign

The journey behind NPD .. Innovation Risk Management. Last week, I wrapped up a training journey that represents exactly how I believe capability-building should be done—deep, collaborative, and solves real industry challenges. The program started with a simple request for “innovation risk management training.” But in the complex FMCG world, nothing is just simple. Before designing anything, our team focused on understanding the real pain: the pressure to accelerate new product development (NPD) without increasing exposure to operational, technical, or commercial risk; the complexity of managing toll manufacturing as both an enabler and a risk amplifier; and the need to embed structured innovation frameworks into day-to-day decision-making—not as theory, but as practice. Through a series of exploratory meetings with our business partner, we mapped those tensions carefully. Only then did the curriculum begin to take shape. Not as a standard training. Not as a theoretical lecture. But as a co-created learning experience built around the actual NPD processes, constraints, and ambitions. What followed was a program that blended: - the discipline of innovation risk management, - the logic of R-W-W and Stage-Gate thinking adapted to FMCG realities, - the operational insights of toll manufacturing as a strategic solution—not just a cost choice but a design variable that affects quality, speed, compliance, and risk, - and the scientific rigor needed to validate decisions. One of the most rewarding aspects was watching participants move through their learner’s journey, from exploring unfamiliar concepts, to challenging their own assumptions, to applying tools to real cases. Learning became iterative: we validated the curriculum before delivery, and we kept adjusting it during sessions based on the team’s reactions, questions, and real-time needs. This adaptability reflects a core value at TAKAMOL : Differentiate. For us, differentiation means refusing to deliver training “as a product.” Instead, we build training as a solution, tailored, and follows legit knowledge from research, industry standards, and risk management science. In a market saturated with generic training content, our responsibility is to raise the bar: to use real frameworks, real literature, and real operational understanding. And to translate those into something the FMCG sector can actually use on the factory floor, in the R&D lab, and in conversations with toll manufacturers. To Dreem Mashreq Foods leadership team—thank you for the trust, the openness, and the willingness to explore both the opportunities and the risks of innovation in such a transparent way. This journey was a demonstration of how NPD, risk management, and collaborative learning come together to build capability that lasts. References used to design the program are available the comments below. Thanks Toka Ramadan for the design support.

The growth of professional and leadership trainings in Ethiopia is promising, but it faces several challenges. These include outdated methods, conventional module development, and a focus on theoretical rather than practical aspects. Some trainers also use a "preacher-like" approach, which may hinder effectiveness. Moreover, some of the programs overlook adult learning principles, treating adults as pupils. They often adopt practices from other cultures without local adaptation, which can undermine the training's relevance. To enhance professional training, those of us involved in this sector should consider some of the following points: 1.    Customization - Tailor programs to the specific needs and goals of each organization. Work collaboratively to create relevant content that aligns with strategic objectives. Use pre-training assessments to pinpoint actual needs rather than following trainers’ preferences. 2.    Practicality - Ensure that skills are applicable both in the workplace and in daily life. Include post-training evaluations to collect feedback and refine future programs based on participants' needs. More points can help to addressing these issues presents opportunities for growth in Ethiopia’s training sector. Few more common challenges and proposed solutions: 1.    Lack of Customization - Avoid one-size-fits-all approaches. Customize training to fit the specific culture and goals of each organization, using relevant case studies. 2.    Overemphasis on Theory - Balance theory with practical exercises and real-life case studies. Provide actionable strategies that participants can apply immediately. 3.    Short-Term Focus - Shift from viewing training as a one-time event to developing ongoing support with follow-up sessions, online modules, and peer groups. 4.    Inadequate Measurement - Implement pre- and post-training assessments and feedback surveys to gauge effectiveness and track progress. 5.    Insufficient Trainer Experience - Select trainers with real-world experience and provide them with ongoing professional development. 6.    High Costs - Offer flexible pricing, such as tiered packages or virtual options. Seek partnerships or grants to offset costs and emphasize the long-term ROI of effective training. 7.    Resistance to Change - Foster a supportive environment for new methods. Use success stories and offer coaching to ease transitions. 8.    One-Size-Fits-All - Design programs that accommodate various leadership styles. Provide personalized coaching and feedback to develop individual approaches. 9.    Neglect of Soft Skills - Integrate soft skills training, such as emotional intelligence and communication, using interactive activities. 10. Lack of Support Systems - Establish support networks with mentorship, peer coaching, and resources to reinforce training. Addressing these challenges with targeted solutions, Ethiopia’s leadership training sector can significantly improve its effectiveness and value.

Global Leader Group has served nearly 200 organizations so far, but if there’s one thing that I am proud of, it's this: Our customizable learning programs that fit your organization's real needs and budget. Let me explain. We have a learning program called The Leadership Code that includes several modules focused on helping leaders develop their people. ↳Module 1 is about Leading Yourself: This is all about how you bring your own style and mindset into leadership. ↳Modules 2 and 3 are about Leading the One:  This is useful if you’re managing individuals or a small team. ↳Module 4 is about Leading the Many: This comes into play when you’re leading other leaders or managing at an enterprise level. The full experience is typically a two-day program, but we understand that not everyone has that kind of time or budget. So, we adapt. We give you a list of capabilities and tools we can teach, and based on that, we customize the session depending on your needs. Our approach is modular and flexible, so we can tailor the experience to fit what you need most. But what if you're not sure where to start? That’s exactly why we use a simple 𝘱𝘳𝘪𝘰𝘳𝘪𝘵𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘦𝘹𝘦𝘳𝘤𝘪𝘴𝘦 to guide customization. We use this for our larger leadership programs as well as individual executive or cohort coaching. We don't guess what’s important, we ask. We have a learning library of around 45 topics. Of course, it’s not possible to cover all of them in one program, so we work with individuals and teams to prioritize. Here’s how: Step 1: We ask each organization: What’s going to make the biggest impact for your leaders? For each topic, they rate it as high, medium, or low impact.  Step 2: Then we assign a score: ▪️High impact: 8–10  ▪️Medium: 5–7  ▪️Low: 1–4 (we typically skip these) Step 3: Once scored, we focus on the highest-impact areas first, starting with 10s and moving downward based on the time we have. We also take input from the participant’s line managers. This ensures we’re designing something that supports both personal growth and team outcomes. This helps us design a coaching or learning plan that’s highly tailored, whether for an individual or for a group of leaders within the organization. That’s how we ensure the Leadership Code program stays flexible, relevant, and impactful. In today’s fast-paced world, leadership development can’t be one-size-fits-all. It has to be practical, focused, and built around what really matters to your people and to the organization. That’s what we aim to deliver with The Leadership Code—a learning experience that meets leaders where they are and helps them grow in the areas that count. -------------------------------------------- 📌If you're looking to invest in leadership development that actually sticks, let’s talk. We’ll help you build a program that fits your people, your priorities, and your pace.

Heard of the DACUM Approach? Most haven’t. But it’s a game-changer. In a world where ADDIE gets all the spotlight, DACUM often stays in the shadows. But if you’re designing training that's actually meant to prepare someone for the real demands of a job: this is a model you need to know. Let’s break it down. What is DACUM? DACUM stands for Developing A Curriculum.  It’s not a content-first or theory-first approach - it’s task-first. You don’t start by asking “What should the learner know?” You start by asking “What does the worker do?” In other words, DACUM flips the script: it begins with practitioners, not assumptions. A group of experts in a given job role sit down and chart out what that job actually involves - daily tasks, decisions, tools, behaviors, even soft skills. From there, you derive learning objectives, design activities, and create materials that mirror what learners will face on the ground. It’s direct. It’s grounded. And it works. Who developed it? DACUM originated in Canada in the 1960s, but was later refined and popularized by Dr. Robert Norton at Ohio State University. It’s now used widely across vocational training, technical education, and workforce development programs worldwide. Where does it shine? When you’re designing performance-based training. Skilling, reskilling, onboarding, technical roles - anywhere learners must do something, not just know something. At ID Mentors, we introduce DACUM when clients say things like: “We need to train people for this role faster.” “We want more hands-on, relevant learning.” “We’re unsure what to prioritize in the content.” And our response is often: “Let’s DACUM it.” Because this approach keeps your design anchored in the real world, not in PowerPoint slides or theory. More frameworks coming up—next in the series: SAM and why it’s not just “ADDIE with post-its.” #addie #instructionaldesign #idmentors #training #learningexperiencedesign #DACUM #taskbasedlearning #theindianID #theIndianID

Your 𝗖𝘂𝘀𝘁𝗼𝗺𝗶𝘀𝗲𝗱 𝗚𝗲𝗻 𝗔𝗜 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗱𝗼 𝗻𝗼𝘁 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗯𝗲 𝗯𝗼𝗿𝗶𝗻𝗴! Here's how.. Staff fear. Management fear. 𝗗𝗮𝘁𝗮 𝗽𝗿𝗶𝘃𝗮𝗰𝘆 is important YET 𝗗𝗮𝘁𝗮 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗯𝗲 𝗮𝗻𝗮𝗹𝘆𝘀𝗲𝗱.. 𝗚𝘂𝗮𝗿𝗱𝗿𝗮𝗶𝗹𝘀 𝗮𝗻𝗱 𝘀𝗮𝗳𝗲𝗴𝘂𝗮𝗿𝗱𝘀 need to be in place. Every customised Gen AI training starts the same way. With a blank whiteboard. No tools first. No hype. Just one question. “What do you actually 𝘄𝗮𝗻𝘁 𝗔𝗜 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲?” Sales support. Email replies. Dashboards. Research. Document writing. Better prompts. Less hallucination. More consistency. From there, we 𝗱𝗲𝘀𝗶𝗴𝗻 𝟮 𝗱𝗮𝘆𝘀 𝗼𝗳 𝗚𝗲𝗻 𝗔𝗜 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 that are not generic. • 𝗗𝗮𝘆 𝟭 Foundations. Prompt engineering. Email. Reports. Structured thinking. Turning AI into a strategic thinking partner.    • 𝗗𝗮𝘆 𝟮 Creation and application. Brand visuals. Presentation building. Workflow automation. Even AI-generated songs for internal engagement. Yes, we created songs. Because learning must be experienced. By the end, teams do not just “know AI”. They apply it. They interact with it. They question it. They improve it. That is the difference between exposure and capability. Custom training does not create hype. It creates winners. Because when AI fits your workflow, it stops being interesting and starts being impactful.

If your training provider says,  “We offer customized solutions”… Ask one question: “What exactly did you build  from SCRATCH for us?” Because if the content and activities  are basically the same program -  same topic and same activities - they’ve delivered to other companies  in other industries. That’s standardized. Not customized And customization is NOT cosmetic. Logo on the manual. Brand colors on the slides. Company name swapped in the case. That’s simple formatting. Not customizing. REAL customization leaves evidence. Here are the 4 Tests of True Customization: 1 Deep needs analysis Not just a survey. Not just interviews. They study the business, the organization, the roles, the day-to-day work activities, the context etc. 2 New content New scripts, cases, examples, spiels - built from your world. 3 New activities Exercises that mirror your workflow, your customers, your decisions. 4 Your language Every line sounds like it was written for your people only - because it was. If the only thing customized  is the look of the manual and slides…  you didn’t buy learning. You bought a template. What’s the clearest sign you’ve seen that a “customized” program was actually generic?