Why We Train
At its core, training serves two purposes. Either we want something to change—new skills, new ways of working, new behaviors—or we want to support people’s growth. Level-setting on terminology, introducing new practices, or providing expert guidance are tactical benefits, but they all roll up to these two drivers: change and growth.
The real question is whether we measure training by the right outcomes. It’s not about whether participants enjoyed the class or whether they rated it highly on a survey. It’s about whether something actually shifted. Did they apply the new technology? Did they follow the new process? Did the learning result in higher engagement and retention? If training doesn’t connect to real-world impact, it’s entertainment, not transformation.
The Limits of Traditional Training
Traditional, instructor-led training still has value. It provides structured content from experts, creates priority by blocking out large chunks of time, and fosters peer-to-peer learning that can’t be underestimated. Those “hallway conversations” during breaks often spark the most practical insights.
But it also carries limitations—the four D’s:
Disruptive: pulls people away from their day-to-day work for long stretches.
Dense: crams too many objectives into too short a time.
Detached: uses generic case studies rather than real-world problems.
Disregarded: offers little accountability to apply learning afterward.
In short, it can be a great primer, but on its own it rarely sustains change.
Exploring Alternatives
Fortunately, there are other models that can complement or even replace traditional training. Below are alternatives that we offer our clients.
Each addresses the four D’s in different ways.
Certifications
Certifications create a baseline of knowledge. Just as a driver’s license proves you understand the rules of the road, a certification demonstrates familiarity with core concepts and terminology. This can be important for aligning large organizations or industries where compliance matters.
The strength of certifications is accountability: learners are motivated to review material and prove their knowledge. Study groups often form, extending the learning well beyond the classroom. The downside is mistaking a certification for deep expertise. Passing an assessment means someone knows the basics—it doesn’t guarantee mastery. In other words, having a driver’s license doesn’t make you a good driver.
Self-Guided Learning
This includes books, videos, online platforms, and even informal playlists on YouTube. It’s flexible, inexpensive, and often consumed in short bursts. For motivated learners, this can be an ideal way to build skills at their own pace.
The catch is motivation. Without a peer group or instructor, it’s easy to lose momentum or follow scattered paths that never add up to real capability. Self-guided learning is a great supplement, but it is rarely enough on its own unless learners are highly disciplined.
Deeper Learning Programs (DLPs)
Instead of compressing 30–50 learning objectives into two days, DLPs spread them across six to ten weeks. Each week focuses on a small set of topics, paired with real-world assignments. Participants debrief what they applied, receive feedback, and move to the next skill.
This model turns abstract knowledge into lived experience. A product manager doesn’t just talk about writing a vision statement in class; they write one for their actual product, share it, and refine it with peers. By the end, the organization doesn’t just have trained employees; it has real deliverables created in the flow of work.
Labs
Labs are focused, time-boxed workshops where teams tackle real business problems with expert facilitation. For example, a backlog lab might gather product leaders and teams to consolidate ideas from multiple sources into a single prioritized backlog. A design lab might generate and prototype new product features.
The beauty of labs is tangible ROI. You leave with actual work products that move the business forward—not just theory. The risk is logistical: labs require the right people in the room and preparation ahead of time, otherwise momentum can stall.
Fieldwork and Coaching
This model puts an expert side by side with teams as they do their day-to-day work. At first, the coach demonstrates; then they co-facilitate with the team; eventually, they step back and observe while providing targeted feedback. Over time, this builds habits that stick long after the coach leaves.
The strength here is relevance—every lesson is tied directly to real work, and learning happens “just in time.” The challenge is scalability. A coach can’t work with 30 people at once; the impact is deeper but narrower. That makes it best suited for roles or teams where new practices must truly take hold.
Designing for Impact
The most effective learning strategies combine these approaches: classroom sessions to build awareness, labs to deliver concrete outcomes, deeper learning programs to sustain practice, and field coaching to anchor new behaviors. Self-guided resources and certifications provide additional scaffolding along the way.
When training is designed this way, it stops being an isolated event and becomes a catalyst for lasting change. At Improving, we’ve seen that the real ROI of training comes not from the number of certificates earned, but from the measurable outcomes that follow: better products, stronger teams, and more engaged people.
Training is still worth it, but only if it’s done with intention. Explore our upcoming courses and take the next step with us today.
