Imagine Magazine: Brighter Futures by Cegos

Rethinking

Brighter Futures

Contributors

Publisher Cegos UK

Writers

Jonna Sercombe

Milly Gladstone

Simone Sullivan

Sanda Vieru

Lizzie Finch

Emily Larson

Reuben Fletcher-Louis

Alice Brackley

Ben Heath

Ken Govan

Sarah Ratcliff

Valerie de Nombel

Rebecca Woods

Editors

Lizzie Finch

Emily Larson

Design Sanda Vieru

Photography

Sam Elwin

Printed in the UK by Blissetts Unit 1, Shield Drive, West Cross Industrial Park, Great West Road, Brentford, TW8 9EX

A Note from the CEO

As we look toward the future of work, uncertainty is a constant, but as L&D professionals, we hold the power to shape it. Our work today is laying the foundation for tomorrow’s success, and in this edition of Imagine Magazine, we explore the tools and strategies that will drive us forward.

Discover how to stay ahead of evolving early career development in “Building the Future Workforce” (p. 28), shift toward a more dynamic career path in “Career GPS” (p. 22), and unlock growth through curiosity in “The Curious Case of Organisational Curiosity” (p. 04).

While the future is constantly shifting, it’s full of opportunity. The landscape of work is evolving, and as L&D professionals, we are the architects of this transformation.

The future is bright — and it’s ours to create.

All rights reserved. No part of this magazine may be reproduced, in whole or in part, without written permission from the publisher. Whilst every effort is made to achieve total accuracy, we cannot be held responsible for any errors or omissions within this magazine.

To work with us please contact: info@cegos.uk or call +44 (0) 2033185753 cegos.uk

Enjoy the read,

Jonna

CEO Cegos

Sercombe

UK & US

The Curious Case of Organisational Curiosity

Curious about curiosity?

Ken Govan opens up the case to explore what role curiosity could play in the workplace and how to grow the curiosity muscle.

A man walks into a bar and asks for a glass of water. The barman pulls out a gun, points it at the man, the man says, “Thank you”, and leaves. What happened? The answer’s at the end of this article.

If you’re still reading, then top marks for curiosity. You’re interested in the answer but rather than being tempted to jump straight through it, you’re probably trying to work it out for yourself. There are some good reasons to do that. The first is our friend dopamine; research shows that the novel experience of working something out releases dopamine, which we love.1 Not only that, when we get curious and our hungry mind starts to explore and learn, the learning sticks better than when we are fed the information.

So, with this in mind, I was a little troubled. In the world of learning and development, we hear the word “curiosity” a lot. It’s certainly a great thing to be, but what if you’re not? Can we build our curiosity muscle? How can organisations build curiosity as a good habit? Are we curious?

Curiosity itself is not a skill in the traditional sense; it’s more of a mindset or trait, and that takes us into deep waters when working on it. However, there are skills, both cognitive and behavioural, that enable and enhance curiosity, and as with all skills, we can build them.

Cognitive Skills

• Critical Thinking: helps individuals ask deeper, more meaningful questions and evaluate information objectively.

• Analytical thinking: encourages exploration beyond surface-level understanding.

• Problem-solving : turns curiosity into practical solutions by investigating new possibilities.

• Open-mindedness: The ability to entertain different perspectives without judgment.

Behavioural Skills

• Active listening: encourages deeper inquiry and understanding by truly engaging with what others say.

• Questioning techniques: knowing how to ask the right questions fosters more productive curiosity.

• Adaptability & resilience: being comfortable with uncertainty and willing to explore new paths.

• Self-directed learning: the ability to independently seek and process new information.

So, now that we know what skills drive curiosity, we can get to working on muscle-building.

Developing A Curiosity Skillset

Practice asking questions: use frameworks like the “5 Whys” or Socratic questioning to deepen thinking.

• Expand learning horizons: read widely, take courses outside our expertise, or engage in interdisciplinary conversations.

• Embrace uncertainty: treat not knowing as an opportunity, not a weakness.

• Challenge assumptions: regularly question our own beliefs and perspectives. Seek feedback and diverse perspectives: engage with people who think differently from us.

We’ve nailed the skillset of underlying curiosity in individuals; next, we can put some steps in place to turn our organisation into a curiosity gym.

Make It A Safe Place to Train

Curiosity thrives in environments where employees feel psychologically safe to ask questions, experiment, and fail without negative consequences. If looking for help on this, Amy Edmondson’s work is a great place to start. Some key steps we can take:

Encourage leaders to model curiosity by asking questions and challenging assumptions in public.

• Create a “no wrong questions” culture to reward curiosity in meetings and brainstorming sessions.

• Make learning from failure “what we do around here” by conducting “lessons learned” reviews instead of just post-mortems.

Try reverse mentoring, where less experienced employees can teach senior leaders new perspectives.

Create Opportunities that Make Experimentation and Learning Day-to-Day Habits

Create development programmes on the core skills. Change people’s perspectives through crossfunctional collaboration and job shadowing.

• Have dedicated time for employees to learn outside of their core job function… “curiosity time”.

• Encourage stretch assignments that let employees take on projects outside their usual roles.

Ring the Bell. Recognise and Celebrate Curiosity

• Highlight people who ask bold questions, explore new solutions, or introduce innovations.

• Make it fun. Use gamification to offer points or badges for exploring new skills, sharing knowledge, or mentoring others.

Formalise it with curiosity KPIs like learning engagement, innovative ideas delivered, and cross-functional collaboration.

Just a few thoughts and suggestions and no doubt curious people are already questioning, creating, and challenging. Jump into the rabbit hole and let me know what’s in there.

Oh, and returning to the man in the bar… He had hiccups, and the barman frightened him as a cure. Maybe you came up with a different answer or no answer. It doesn’t matter, your curiosity muscle is slightly stronger and ready for the next workout.

Shred the Past, Shape the Future

What if your past is holding you back from future success? Sarah Ratcliff explores how unlearning outdated habits and embracing change can help individuals and organisations evolve, thrive, and shape a future that technology and growth make possible.

What

if it’s Us and Our Past that’s

Stopping Progression?

All of our experiences and learning contribute to who we are today, and they shape the way we develop through our careers and navigate the world of work. However, the world of work moves at a rapid pace. So what can we actively move away from in order to help shape the futures of ourselves, our teams, and our organisations?

Not so long ago, many of us worked with manual typewriters, telex machines (you might need to Google that one), and even fax machines. Today, technology has evolved — laptops, mobile phones, and AI have become essential tools in the workplace. But, alongside this technological leap, workplace culture has undergone significant changes too. As we embrace these advancements, it’s becoming evident that there’s a growing generational gap, and our behaviours need to evolve as well.

Ready to expand your mind and take your learning to the next level?

Scan the QR code to discover our portfolio of Open Courses.

If we look at the culture of the workplace, a huge change over the years is hierarchy. However, this evolution didn’t start at work — it traces back to our early experiences at school. Consider for a moment what you learned in this period. Did you always have to ask for permission? Maybe to put your hand up to go to the toilet? You almost certainly all had to dress the same. The modern workplace, however, prizes flexibility, agility, and, for many, individualism. This shift begs the question: how much of our traditional school-based behaviour do we need to unlearn in order to thrive in today’s work culture? Have our first experiences of education shaped us towards ‘perfectionism’?

Is Perfectionism Something to Shred?

“Many perfectionists worry that if they let go of their meticulousness and conscientiousness’, it will hurt their performance and standing.”1

As trends have now leaned away from the more traditional methodology towards agility, it would be fair to say that perfectionism could be holding us back. Is spending time perfecting your presentation a good use of time, or is it slowing us down? Does that conscientious member of the team need permission to make mistakes?

People are creatures of habit, and these ingrained behaviours often date back to our earliest educational experiences. But to shape our future, we should consider how we can now move our mindset to a different way of thinking. Technology can help us in this process by allowing us to fail fast, learn from our mistakes, and get things done quickly rather than perfectly.

Fixed Mindset versus Growth Mindset

There has been much research around the impact of the Growth Mindset and how the Fixed Mindset 2 holds us back. Carole S. Dweck is a global pioneer in this field and does a significant amount of work in schools to help shift the upcoming generations away from a fixed mindset. This science states that a mindset stems from having either performance goals or learning goals. “A student with a performance goal might be worried about looking smart all the time, and enjoy challenging work.” This alone will hinder productivity in the workplace.

A growth mindset will help us become more adaptable and change-ready. This flexibility is essential for shaping the future. Why? Because “people with a change-ready mindset know that change is continuous and see it as a source of opportunity.”3

Shaping the Future

How can we move towards ‘anti-fragile’ workplaces? Forbes talks about the rapid change of technology and how companies and individuals should embrace this progression. They state: “Organisations that promote a culture where failure is seen as a learning opportunity will be prepared to adapt and grow through continuous learning and experimentation.”

The step towards skills is fast advancing. In fact, according to Forbes “90% of companies using skills-based hiring (versus hiring based on degree requirements) report fewer mis-hires.”4 For individuals, the change towards skills could be the driver towards continuous learning and the growth mindset needed to progress. For organisations, focusing on skills rather than traditional qualifications, progression can be sped up and adapted more quickly to changing demands.

In essence, we know that as human beings, we are creatures of habit, and the lessons of our past shape the way we approach the present. However, we also have the power to reshape our thinking and behaviours, breaking free from the constraints of outdated patterns. This can help shape the future in a world where technology assists human capability to do so much more than before.

Sources: 1How to Manage Your Perfectionist, Harvard Business Review 2019; 2The Impact of a Growth Mindset, Carol S. Dweck; 3How to Become More Comfortable with Change, Harvard Business Review, 2021; 47 Workplace Trends That Will Define Success In 2025, Forbes, Dec 15, 2024.

Unlocking the Power of Generative AI

Generative AI is transforming industries, but hesitation can mean falling behind. The latest Cegos white paper explores how strategic skills development empowers businesses to adopt AI ethically and effectively. Valerie de Nombel dives into the key insights.

Ready to be a part of the AI revolution?

Scan the QR to download the full white paper. Getting to Grips with AI: Training for Ethical and Effective Use in Business.

In 2025, ‘Generative AI’ is no longer just a buzzword. It is a transformative force redefining how businesses operate. However, many organisations remain hesitant to fully embrace its potential, with managers adopting a ‘waitand-see’ approach or experimenting on a small scale.

This hesitation highlights the urgent need for strategic skills training that builds in the benefits of using AI, while developing the human intelligence to do so effectively.

The latest white paper from Cegos Group: “Getting to Grips with AI: Training for Ethical and Effective Use in Business,” guides HR and Learning professionals through this complex but exciting new landscape. Packed with actionable insights, the white paper explores how businesses can adopt AI ethically and effectively while ensuring their teams are equipped to thrive in the era of generative AI.

Why Skills are the Cornerstone of AI Success

“Technology can only produce its benefits through informed adoption by trained and committed employees,” says Benoît Felix, CEO of Cegos Group. While generative AI offers remarkable opportunities — from productivity gains to creating innovative customer solutions — its success depends on one key element: people.

The white paper identifies skills development as the lever that can turn AI integration from an ambitious goal into a tangible reality. Without proper training, however, organisations risk falling into the trap of misaligned strategies, ethical missteps, or low employee engagement

Assessing Your AI Maturity

One highlight of the white paper is the Cegos AI Profiler, a practical framework to evaluate your organisation’s AI maturity. In other words, how far down the line of AI adoption does your company stand?

This tool categorises companies into four profiles:

Explorer: Organisations experimenting with AI without a clear strategy.

Learner: Companies beginning to structure their AI initiatives with focused skill development.

Adopter: Businesses integrating AI into multiple processes with governance in place.

Transformer: Leaders who embed AI at the core of their strategy, driving continuous innovation.

By identifying your company’s starting point, the ‘Profiler’ helps HR and Learning managers build a targeted roadmap for skills development. For example, a ‘Learner’

company might focus on training ‘AI champions’ to pilot initiatives, while a ‘Transformer’ company may prioritise innovation training.

From hesitation to action: practical

steps

for building AI skills

Our experts emphasise that developing AI skills requires a tailored approach. But how exactly does this work?

The white paper provides clear recommendations for HR and Learning professionals:

Demystify ‘Generative AI’: Conduct workshops to introduce employees to the possibilities and limitations of generative AI. This builds awareness and reduces fear.

Create an internal academy: Set up training programs specific to business lines, helping teams to integrate AI into their workflows.

Foster cross-departmental collaboration: Identify “AI ambassadors” within each department to champion AI initiatives and share knowledge.

Focus on ethical use: Integrate risk management and ethical considerations into every training program to ensure responsible adoption.

Monitor and celebrate progress: Use clear metrics, such as participation rates and productivity gains, to track success and maintain momentum.

Addressing Ethical Concerns in AI Adoption

One of the most pressing challenges with Generative AI is ethics. How do business leaders ensure their AI systems avoid biases, protect data confidentiality, and align with company values?

Essentially, ethical concepts must be integrated into all AI training. By adopting safeguards such as data encryption and AI codes of conduct, companies can mitigate risks and build trust in their AI initiatives.

Why You Cannot Afford to Wait

The accelerating pace of AI innovation means that waiting is no longer an option. Organisations that fail to act risk falling behind their competitors in efficiency, innovation, and talent attraction. As the white paper highlights, the combination of technology and human know-how is what will transform businesses and unlock new opportunities.

Whether your organisation is an ‘Explorer’ taking its first steps or a ‘Transformer’ pushing the boundaries of AI integration, this white paper provides the guidance you need to confidently move forward.

Mentoring as a Two-way Street

Mentoring isn’t just about sharing — it’s about learning too. Ben Heath shares insights from his journey on why embracing Reverse Mentoring alongside traditional approaches can benefit both individuals and organisations alike.

As a former mentor on a formal mentoring programme, I’ve seen first-hand just how powerful these relationships can be. I was the senior soldier for some 1300+ Service People with 23 years of experience in the British Army, and I was honoured to be able to support a junior Reservist soldier through the Army Reserve’s commissioning process.

To my surprise, this relationship gave me more than I had initially anticipated.

I relished the idea of being able to give back following all those years of Service, as helping others has always been at the heart of everything I do. But, even as I gained more and more experience, I came to realise that I had just as much to learn as anybody else.

My mentee was an Army Reservist and a teacher in his civilian life and, given my pathway to leaving Service by transitioning into L&D, he had far more experience of the ‘outside world’. We had many useful conversations where we could share knowledge in both directions, which gave me some great insights. This also extended further, and I often found myself in my final role as an Regimental Sergeant Major (Head of Organisational Development) coming up with continuous improvement initiatives to improve the lived experience for my soldiers and drive meaningful change. But I knew I didn’t have all of the answers.

As well as regularly holding focus groups, I would informally chat with individuals and teams who would be the most affected and who had far superior knowledge than me about technologies and systems we could use to improve things. I repeatedly sought their council, which meant that I was able to gain insights into the real areas of focus that would be most meaningful and have the most impact, i.e. enabling me to do my job better in serving my people.

In his book Rebel Ideas, Matthew Syed examines the power of cognitive diversity and argues the idea that harnessing different perspectives leads to more effective and innovative solutions in problem-solving. This diversity also applies generationally. Quite naturally, younger generations are typically more technologically savvy and more able to keep up with the ever-evolving pace of digital change. They understand the needs of the workforce because they are the workforce. They genuinely seek purpose and want to make a difference, making reverse mentoring a hugely rewarding process for both parties.

Of course, reverse mentoring might not be the easiest thing to implement because it challenges traditional hierarchical structures where the people at the top know more than the people at the bottom. Can we admit that’s not always true? Nobody wants to feel threatened by somebody less experienced but, by showing humility and developing a growth mindset, we can reframe the threat as an opportunity or the weakness as a strength. It can bring valuable insights to senior leaders by shining a light on unknowns, enhancing their ability to better meet employee needs, whilst also helping to posture the company to be able to adapt quickly and efficiently to evolving business and customer needs.

By keeping the best of traditional mentoring and embracing reverse mentoring, this kind of relationship can truly be a two-way street. It can be formal or informal, but most important is that this type of communication exists. Without it, organisations will not be maximising the opportunities open to them and could be holding themselves back.

Sources: 1Rebel Ideas: The Power of Diverse Thinking, Matthew Syed, 2019; 2Reverse Mentoring: Attract and retain young talent, The Institute of Leadership, 2022; 3Mentorship Is Not a One-Way Street, Harvard Business Review, 2021; 3 Mentoring is a Two-Way Street, The Ohio State University, 2022; 4Reverse mentoring and why you should consider it, MHR 2023.

A Toolbox for the Future of Work

14 Must-have Tools for Smarter Work

Ever feel like you’re drowning in a sea of apps and productivity hacks?

Lizzie Finch shares 14 innovative tools that might just be the lifeline you need to make work — and life — feel a little more manageable.

Meetings and Collaboration

Fathom AI

Ever finished a meeting and immediately forgotten the actions that were agreed? Fathom records, transcribes, and highlights key moments so you can focus instead of frantically trying to note down the actions in the moment.

Productivity and Organisation Motion

We’re probably all familiar with the feeling when a carefully planned to-do list gets hijacked by meetings, emails, and general workplace chaos. Motion is like having a personal assistant; it automatically prioritises tasks, books focus time, and shifts things around when life inevitably happens.

Superhuman

The Decision Book by Mikael Krogerus & Roman Tschäppeler

Decision fatigue is real. This book has 50+ thinking models to help with everything from strategy to life choices. Basically, a shortcut for being more decisive (if we can make the decision to buy the book…).

With all this talk about digital tools, we’d be remiss not to mention AMP — our assessment tool for measuring ambition and growth potential. Scan the QR code to find out more.

Our Top Choice

This isn’t just an email tool; it’s an email experience. With predictive text, shortcuts, and the ability to undo sending that email riddled with typos, it’s the fastest way to hit inbox zero (or at least feel like we have).

Reclaim.ai

If the calendar looks like a Tetris nightmare, this tool helps block out focus time before the day gets swallowed by meetings. Basically, it fights for our time so we don’t have to.

Rocketbook

Love handwritten notes but hate the stacks of half-used notebooks cluttering the desk? Rocketbook is a reusable notebook — write, scan the page with a phone, and it magically saves to the cloud. Then, wipe it clean and start again. Finally, get rid of the post-its all over your desk. And thank us later. So, what about once you’ve found your way of doing things?

Learning and Knowledge Management

Tana

If Notion and Roam Research had a baby, it would be Tana. If you’re the kind of person who has 73 open tabs and a million half-finished notes, this tool connects ideas dynamically so you don’t lose track of important stuff.

Genei

Researching a complex topic? Instead of drowning in academic papers, let Genei summarise, highlight, and analyse them. It’s like having a research assistant, but without the awkward small talk.

Speechify + “How to Read a Book” by Mortimer Adler

If you like the idea of reading more but struggle to find the time, Speechify turns anything into an audio book. Pair it with Adler’s book to remember what you “read” instead of just nodding along.

Video and Content Creation

CapCut

Want to edit videos but have zero editing skills (or zero patience)? CapCut automates the tricky stuff — captions, transitions, fancy effects — so content looks polished without hours of effort.

Runway ML

This tool lets us edit videos with text prompts — literally type what you want (“remove background,” “enhance resolution”), and it happens. Video editing, but without the pain.

Personal Development and Well-being

Habitica

For those of us who need a little fun in our day-to-day tasks, try Habitica. It turns a to-do list into a role-playing game. Complete tasks, earn rewards, and level up. Suddenly, we’re a lot more motivated to stay hydrated.

The Five-Minute Journal

Not everyone has the patience for journalling, but this one keeps it simple: a few minutes a day to reflect, focus, and pretend we’ve got life together.

The Anti-planner by Dani Donovan

If traditional planners conjure up feelings of guilt instead of productivity, this one’s different. It’s designed for procrastinators, using psychology and humour to actually get you started (instead of just despairing at the workload).

That’s it: 14 tools to help make work (and life) a little easier. Try one, try a few, or just take a moment to appreciate the systems you already have in place.

The Skill Stack

The skills we have honed give our skillset shape. Reuben Fletcher-Louis explores the different stacks of skills that could shape the future of work.

While deep expertise — mastery in a single field — has long been prized, the new work world demands something different: breadth. Depth is specialised knowledge in a specific area, like a software engineer mastering machine learning. Breadth is the ability to work across fields, such as that same engineer being familiar with design principles or project management. In modern careers, it is a combination of the two that counts.

But it’s not always as simple as choosing depth or breadth — many professionals develop a hybrid skill set. Three common skill profiles emerge, each suited to different roles and work environments:

Broad base of capabilities with world-class expertise in one area.

Broad base of capabilities deep expertise in two areas.

Broad base of capabilities; many domains of expertise, with less depth.

T-shaped professional skill sets may suit large companies, where roles are defined by key skills yet still require an understanding of other disciplines and the ability to collaborate effectively across teams. π-shaped professionals’ combination of depth in two domains and a broad foundation makes them particularly valuable in interdisciplinary roles, where bridging gaps between fields is essential. Think about a digital marketeer who can craft a compelling campaign through their expertise in content strategy and data analytics.

While striving for a comb-shaped skillset might seem overwhelming and certainly a challenge to achieve, it is not without its reward. Individuals that have this shape of skillset take a multidisciplinary approach, with expertise in multiple areas to go alongside their wide base of capabilities. Comb-shaped skillsets can belong to the hyper-curious, lovers of chaos, and those successfully leading companies and teams. They have enough depth of knowledge to understand and solve complex problems while potentially utilising the deep expertise of a team member with a T-shaped skillset to get to the best outcome.

There is a balance to strike. Having one area of expertise can make us extremely valuable for specific roles but leave us open to the threat of change and complication. Meanwhile, aiming for expertise across multiple domains might make it tricky to maintain our depth of knowledge.

When it comes to building your team and hiring for a brighter future, we can think about our current depth and breadth and where we can fill the gaps. The best combination for a team might be a blend of T, π, and comb-shaped skill sets. What might the team need for the next hire?

Does the role require deep expertise with some versatility? Think T-Shaped.

Do we need someone who can bridge two distinct areas of knowledge? Find π-shaped.

Is flexibility across multiple domains essential? Hire comb-shaped.

What shape is your skill set? What shape skill set does your team need from its next hire?

How Graphic Design Transforms Learning and Development Font of Knowledg

Graphic design isn’t just about making things look good — it’s a powerful tool for learning and development. This article, Sanda Vieru explores how intentional design enhances comprehension, engagement, and retention, transforming training from an obligation into an experience.

The Unseen Power of Graphic Design

Trends in graphic design may shift, but one truth remains: design isn’t just about aesthetics — it is a catalyst for learning, communication, and transformation. Too often, its role is reduced to visual appeal, yet its deeper purpose is influence. It shapes how we process information, retain knowledge, and ultimately change behaviour. In L&D, design is the silent force that guides, simplifies, and inspires action.

Design as a Learning Catalyst

Scan the QR code to discover what our Studio can do for your organisation.

Joe Sparano wisely said, “Good design is obvious. Great design is transparent.” As a designer working in L&D, I’ve come to appreciate a different measure of success — not just the instant “wow” of a striking visual but the long-term impact of a well-crafted learning experience. Instructional design isn’t just about being visually appealing but also about capturing attention, enhancing cognitive engagement, stimulating curiosity, and activating prior knowledge — all essential to effective learning. When done right, dense, complex topics become clear and memorable. Isabel Meirelles reinforces this in Design for Information: “Well-designed information structures reveal patterns, relationships, and meaning that would otherwise remain hidden in raw data.”

Additionally, cognitive science research shows:

• The brain processes images 60,000 times faster than text.

• 90% of information transmitted to the brain is visual.

• 75% of information processed by the brain comes from visual communication.1

Bridging the Gap: Making Learning Engaging

Corporate training often tackles complex topics — sales strategies, leadership development, technical training — and these can feel daunting. Design bridges this gap: transforming heavy content into digestible, engaging experiences. As a design team, we follow a few principles:

Typography and Layout: Reducing cognitive load and focusing attention.

Colour Psychology: Using hues to evoke emotions and enhance retention.

Visual Metaphors: Turning abstract concepts into tangible insights.

A learner might see a beautifully designed presentation or an interactive infographic. But every design element is intentional; carefully constructed to enhance comprehension and engagement. Well-executed design doesn’t just simplify learning — it transforms it.

Beyond the Screen: Creating an Experience

Learning shouldn’t feel like an obligation — it should feel like an experience. Great design invites learners into an interactive journey where passive consumption turns into active engagement. Design infuses content with elements like simulations that replicate realworld scenarios, gamified learning experiences where progress is rewarded to boost motivation, or simple

narrative-driven content where storytelling makes technical or abstract topics personal and relatable. These elements transform learning from mandatory to meaningful.

The Real Impact: Changing Minds, Not Just Visuals

The success of L&D isn’t measured by clicks or completion rates, it’s measured by transformationthe subtle but powerful shift in a learner’s confidence, comprehension, and ability to apply knowledge. It’s a manager now leading with confidence, an employee completing training with clarity, a sales professional recalling key strategies when they matter most.

These outcomes don’t happen by accident but through intentional, well-crafted design, and visual storytelling.

The Art of Learning, the Science of Change

Graphic design in L&D is the bridge between knowledge and transformation. It has the power to turn a learning experience from something obligatory into something unforgettable. In learning, design is not just a tool — it is a force for brighter futures.

Sources: 1Eisenberg, 2014; Sharma, Bhosle, & Chaudhary, 2012; Kasetsart University Study, 2022;

The Rise of Playful Work

Gamification is old news. So how do we continue to leverage fun and engagement to drive performance at work? Emily Larson explores what it means to make work itself more playful.

“All work and no play makes Jack a dull boy.” A familiar phrase to anyone who has read about, studied, or implemented gamification in learning initiatives, this particular sentiment of balancing function with fun is over 350 years old (and no doubt existed long before it was put into a proverb).1 But although ‘gamification’ has become more and more of a buzzword in recent years, does it truly address what it means to play?

Yuri Scharp et al. reference play as having two distinct dimensions: contest or competition, and fun or childishness. 2 As gamification is commonly characterised by competitive elements and a sense of challenge, the answer to the previous question is, in part, yes. However, although some audiences do enjoy competition and could, therefore, also derive fun from gamification, I’d argue that it lacks the fundamental ‘childishness’ necessary to fulfil that critical second dimension.

Think back to what playing meant as a child. Was there creation? Imagination? Humour? Exploration? Typically, it’s all of the above. The goal of play for children is simple: to keep playing. Learning comes as part of the process, not as a necessary first step or hard end goal. Why wouldn’t we apply the same characteristics to learning as adults?

That’s not to say I’m suggesting introducing a literal sandbox into the office space. But we should be looking for opportunities to encourage the enjoyment of work and learning through playful approaches. Offering a break from reality.

At this point, some of you may be itching to call out that there’s a second part to the proverb we started with. You’d be right — some writers later added the follow-on, “All play and no work makes Jack a mere toy.”3 And yes, we want training that’s applicable to real-world scenarios and concentrated on relevant skills. However, we can do that and allow room to explore, imagine, and create. The two work in tandem.

Playful work design centres on fostering a playful culture, where employees are comfortable to explore, experiment, innovate, and ultimately have fun with their work. Where gamification is driven by using extrinsic motivation to fuel learning, playful work is all about intrinsic motivation — giving people the autonomy to design their work in a way that inspires them to continue. Playing with the goal to keep playing. Empowering employees to choose their own approach is the starting point for the enjoyment of work and learning as a natural outcome.

Gamification almost has it all, right? Almost. What we can’t forget is the joy of play. Leaving space for curiosity, creation, and exploration in the day-to-day is the fastest route to truly playful work — and the spark that powers a brighter future.

Sources: 1 James Howell, Proverbs in English, Italian, French and Spanish, 1659; 2Yuri S Scharp et al., Playful work design: Conceptualization, measurement, and validity, 2021; 3Maria Edgeworth, Harry and Lucy Concluded, 1825

Career GPS: Navigating the New Job Landscape

Ali Brackley steps down from the career ladder to show us that our work can take a different path that we can navigate.

For decades, career success was defined by a steady climb up the corporate ladder — sticking with one role, mastering a specific skill set, and advancing from entry-level to management to executive positions. Today, professionals are breaking away from the ‘norms’ and opting for more fluid, skill-based progression. In fact, 57% of adults have changed careers at some point in their lifetime.1 Career paths no longer follow a straight trajectory but instead move in multiple directions. Employees are prioritising fulfilment, skill development, and personal growth over traditional long-standing job titles. Careers are no longer a ladder to be climbed but a journey to be navigated.

So, what’s driving this shift? Employees are seeking roles that offer personal satisfaction, creativity, and continuous learning — qualities that a non-linear path provides. At the same time, organisations are also evolving. Skill-based hiring allows professionals to transition into new areas based on expertise rather than direct experience.

Take the Cegos UK office for example — a leading learning and development organisation composed of professionals from diverse backgrounds, including teachers, salespeople, British Army veterans, and musicians. Despite their varied pasts, they all bring a wealth of skills, knowledge, and unique perspectives. Recently, I made my own transition from teaching to L&D, prioritising growth and fulfilment. Embracing a new role pushed me beyond my comfort zone, but the long-term rewards outweighed any initial uncertainty or apprehension.

For many employees, career growth has long been synonymous with moving into management. But what if leadership isn’t the goal? Some organisations, like Meta, offer employees the opportunity to excel as individual contributors rather than becoming managers. This challenges the outdated assumption that leadership is the only way ‘up’ the ladder, recognising that expertise and innovation don’t always come from managing a team. Instead, it enables professionals to thrive by focusing on what they do best, without the pressure of managerial responsibilities. This approach now encourages more companies to rethink career advancement, supporting employees in alternative growth paths that recognise talent beyond promotions.

In her latest book, Promotions Are SO Yesterday, Julie Winkle Giulioni introduces a multidimensional career framework, expanding how we define progression. 2

The eight Cs of her multidimensional career framework include:

Contribution making a difference Confidence trusting your talents Challenge stretching beyond your comfort zone

Climb promotion

Competence building skills Connection cultivating relationships Contentment feeling joy in your work

According to her research, most professionals prioritise development or growth opportunities over traditional career promotions, with ‘Climb’ ranking last across nearly every age group.

If companies want to attract and retain talent, they need to support non-linear career growth. This means investing in learning and development, creating opportunities for lateral moves, and encouraging employees to explore new skill sets. For professionals considering a career change, there is no yellow-brick road. The key is to embrace change as an opportunity rather than a setback. Focus on core skills and how they can support personal and professional growth. Seek organisations that foster career mobility.

Career success isn’t just about climbing a ladder — it’s about charting a path that works for you.

Choice enhancing the autonomy you can exercise

Winkle Giuliono (2022).

From Intern to Insider

Nobody at Cegos has had more ‘first days’ than Reuben — first day of work experience, first day as an intern, all the way through to first day as a full-time producer. Now, he applies his background in Behavioural Science and sports coaching to developing people from companies like M&S, Savills, and Siemens. Hear more about his journey from intern to insider in his interview with fellow colleague, Simone Sullivan

Can you share a little about yourself and your journey from intern to full-time employee at Cegos?

Of course! I joined Cegos one summer (back when we were known as Interactive Workshops) as a student taking a break from sports and a busy social life to explore the professional world. I had a passion for teaching, sports coaching, and a strong interest in people and psychology, and I knew I had to give the world of Learning and Development a try to see what it was all about. After two months of being challenged and supported by the brilliant people here, I realised it was an environment where I could thrive — I just couldn’t stay away!

That’s great. So, during your internship here, what were the most valuable skills you developed? Technical, professional, or a mix of both?

Definitely a mix of both. Being thrown straight into client meetings and the world of consulting meant I had to quickly level up my professionalism. I also wasn’t used to juggling multiple projects at the same time, so learning some basic project management skills was a must for me. On the technical side, I learnt a lot from watching others run workshops; they had a real knack for creating a space where people could engage and learn. I even took some ideas back to university and turned a presentation into a mini workshop, which went down a treat.

In my research I found that many internships today are shifting towards hands-on learning. Did your internship prepare you for the realities of the workplace and, if yes, how?

My internship was very hands-on. From the start, I was given real work and real feedback. For me, this is the most important thing: giving interns the right sort of work, which fits their capabilities, as well as the support to do a great job. This makes it a true learning experience — and prepares you to handle feedback well and make the most of it in the future.

What does support look like as an intern and how did it shape your professional growth?

Support meant being given the right amount of time to do something, the chance to ask questions, detailed feedback, and the opportunity to give something another go. The support I got was everything. It showed me what I was good at and where I could improve.

What should employers do to create a meaningful and impactful internship experience? What made the biggest difference for you?

For me, being properly integrated into the team and the culture is so important. Being given the chance to build relationships and learn from the pros was what made all the difference.

Finally, what is one piece of advice you would give to someone starting an internship today?

Take every opportunity. Build relationships. Get creative to find real work.

Igniting Effective Leaders Transforming leadership development at a luxury British sports car manufacturer with a comprehensive leadership programme

Context

In a fast-paced automotive manufacturing environment, an iconic luxury British sports car manufacturer faced a leadership challenge. First and second line leaders — skilled, hands-on problem-solvers — lacked an implemented, homogeneous and effective leadership framework. Specifically, there was a gap in clarity between everyday behaviours and the company’s core values.

This disconnect hindered effective leadership and limited opportunities for constructive challenge. Recognising the need to reset their people leadership strategy, the client approached Cegos to design and deliver a leadership development pathway that would embed consistent, value-driven leadership practices to inspire courageous, values-based decision-making.

Through the programme, our client was looking for leaders to:

• Develop greater self-awareness

• Be able to respond and perform effectively in pressurised situations

Feel capable of coaching and engaging any individual

Become confident in achieving targets through a team

• Hold people accountable by mastering performance discussions

• Mobilise their leadership framework

• Shorten the time taken for new leaders to embrace the company’s leadership culture and approach

73 leaders through the programme in first year

70 NPS average score across every module

75 hours of touchpoint learning invested in leaders

20 point increase in recognised change across core behaviours +8% increase in reports of demonstrated courage +5% increase in reports of demonstrated openness +6% increase in reports of demonstrated ownership +6% increase in reports of demonstrated trust

Solution

We developed the Ignite programme — a long-term, blended learning initiative designed specifically for first- and second-line leaders. The programme reset the people formula by mapping modules to five core values, emphasizing key behaviours. A custom ‘Leadership GPS’ app provided a weekly, 30-second quiz with users ‘swiping’ left or right to indicate whether they had seen described behaviours, allowing improvements to be tracked over time.

Blending bespoke modules with robust leadership methodologies, the ninemonth pathway featured face-to-face workshops, three-hour live virtual sessions, diagnostic tools, peer-learning events and one-to-one coaching.

The keystone Springboard event, a one-day immersive session at the end of the nine-month programme, brought participants together for the opportunity to celebrate their journey through interactive presentations, shared experiences and a Q&A session where senior leaders quizzed the cohort to hear experiences first hand.

Results

Crucially, the Ignite programme led to leaders more frequently demonstrating core values. This was shown by the Leadership GPS reports, with employees surveyed monthly on whether they had seen the values demonstrated by leaders. Improvements were seen across all five values. A significant increase in frequency was reported for the value of ‘courage’, seeing an 8% increase over seven months.

The programme generated highly positive word-of-mouth, leading to many employees requesting to take part in the programme. The data reflected this positive reputation, with an outstanding average net promoter score of 64 across five cohorts.

The client was delighted by the substantial improvement in demonstrated key behaviours and consistency and coherence of the programme.

Building the Future Workforce

Forget updating spreadsheets — internships and graduate programmes are no longer just a foot in the door. As the job market shifts, companies are rethinking early-career development, focusing on essential skills to future-proof talent. Simone Sullivan asks: how do we build the workforce of tomorrow?

In the past, graduate initiatives have focused on training individuals for specific roles within an organisation, with the focus being heavily on the organisation and its culture. However, as generational shifts influence workplace expectations (think Gen Z, hybrid work, and the rise of tech), the approach to early career initiatives is evolving too. Today, we see the focus is on equipping early career professionals with essential skills, both technical and professional, that will serve them throughout their careers. What does the future hold for graduate programmes and internships?

The Importance of Internships and Graduate Programmes

The transition from education to employment has always been a defining phase in a young professional’s career — and not just the post-university transition. Historically, internships and graduate programmes served as stepping stones into full-time roles. However, as the job market evolves, these early career pathways must also adapt. Companies are increasingly recognising the value of structured programmes that provide real-world experience, mentorship, and professional development.

Internships and work placements are also proving to be a key recruitment strategy. According to a ISE Student Recruitment Survey, 82% of employers now hire interns or placement students.1 Nearly half of these individuals transition into full-time graduate roles within the same organisation, streamlining hiring and reducing onboarding costs by fostering familiarity with the company, the culture, and the expectations.

The Shift in Focus

While internships are one avenue for effective integration for those in early careers, another focus is on building an effective early career or graduate programme. These programmes have recently had a shift in focus and now are not just seen as an investment in a company’s future workforce but also as an investment in the individuals and their own personal and professional development. Organisations must recognise that these programmes should not only prepare candidates for immediate job responsibilities in their role, but also foster long-term professional growth and the future skills needed. This shift in thinking might help organisations identify their ROI on early careers initiatives — which have historically been a challenge, with only one quarter of organisations being able to justify these. 2 Additionally, this shift ensures businesses are cultivating adaptable, well-rounded talent who are prepared to enter an ever-changing job market.

Skills-ready Workforce

This shift in the focus for early careers and graduate programmes also includes the shift to skills-based hiring and training. For skills-based hiring, organisations are widening their talent pool by looking beyond traditional university or academic hiring mechanisms and instead looking at what skills individuals bring to the workforce. Additionally, we’re seeing movement away from traditional forms of graduate programmes to focus more on skills-based training.

Research conducted by NFER looked at specialist skills that would be needed in the labour market in 2035, identifying the six essential employment skills that will be most in-demand in the future:

1. C ommunication

2. Collaboration

3. Problem-solving

4. Organising, planning, and prioritising work

5. Creative thinking

6. Information literacy (gathering, processing, and using information effectively)

For businesses, the key question is: how can graduate and early career programmes be designed to identify and hire for these skills, or, if they are not there, how can they develop them?

Optimising Early Career Pathways

So, we know the importance of these programmes, and the shift in focus for them. How can we build them?

To build a strong future workforce, businesses must refine their early career programmes with a focus on key areas:

Structured Development Programmes: Effective internships go beyond administrative tasks. Companies can integrate mentorship, hands-on projects, and rotational experiences to create a comprehensive learning environment.

Skill Development Focus: Businesses could identify critical skill gaps in in-demand skills for the future, and tailor training programmes accordingly.

Inclusivity and Accessibility: Internships could be designed to support diverse candidates. Offering paid opportunities, flexible and hybrid work options, and targeted outreach to underrepresented groups ensures a broader talent pool and fosters a more inclusive workforce.

Leveraging Data and Feedback: Businesses and universities could collaborate to track intern progression, skill acquisition, and employer satisfaction. Data-driven insights help refine programme structures and improve long-term employability outcomes.

So, what’s next?

As businesses adapt to shifting work dynamics, early career programmes must continue evolving. The emphasis on hybrid work, competency-based hiring, and structured learning pathways will shape the next generation of talent. Companies that invest in welldesigned internship and graduate programmes not only strengthen their workforce but also create a pipeline of skilled, motivated professionals ready to contribute from day one.

By prioritising mentorship, skill development, and accessibility, organisations can future-proof their talent strategies and remain competitive in an ever-changing job market. The companies that embrace these changes today will be the ones leading the workforce of tomorrow. To summarise, time isn’t the real competition — how we manage our energy and attention is. Making these simple tasks become habits can spiral your view to time management and help you excel at work. The challenge is set — are you ready to win?

Sources: 1NFER, 2023. The Skills Imperative 2035: An analysis of the demand for skills in the labour market in 2035; 2ISE, 2022. Student Recruitment Survey; 3ISE, 2024. 3 Early Career Trends Shaping 2025.

What’s Marketing Got To Do With It?

You’ve built a great compliance training program, but do your people want to do it? The secret isn’t just in the content, it’s in the marketing. Milly Gladstone shares how to position, promote, and package compliance training so it captures attention, drives engagement, and (dare we say it) even creates demand.

Learning objectives. Learner satisfaction. Completion rates. These are all things we think about when it comes to mandatory compliance training. Of course, because these are the KPIs we’ll have to report back to the business. But what about marketing?

Usually, because learners ‘have to’ attend these courses, planning how to promote them falls to the wayside. And yet, so often we see last-minute drop-outs, low satisfaction levels, and leaving e-learning to the very last minute when it comes to mandatory training.

So, even if you’ve built the most engaging and informative compliance programme the world of L&D has ever seen, chances are it’s not getting the results you want and need to show your stakeholders.

The answer? Marketing! Imagine this isn’t a compulsory training and think about how to entice learners as if they had to register to attend. Below, we share how you can position, promote, and package training in a way that makes people actually want to attend.

Position with Benefits First

Ask not what your learners can do for you; ask what you can do for your learners. Even though it’s training they have to do, they still need to know what they’re going to get out of it. How you position the module should address the eternal question on the lips of all learners — WIIFM? (What’s in it for me? In case you didn’t know).

Clue: This should go beyond “ticking your mandatory compliance training off for another year”.

Promote with a Range of Formats

How you promote the training will go a long way. Angry countdown emails reminding learners of how long they have until their certificate expires is probably not the way to go. Try gathering testimonials from former participants (bonus points if they’re in video format) or creating a mini-mag that details what learners can expect from the programme — and what you expect from them. And if you need some help with the graphic design, send it along to our Studio!

Package up the Content in a Slick Brand

Consider the branding of the programme. A good brand can add excitement and credibility to the training. Every part of the learner journey can feel like an experience if the brand is consistent and well thought out. Everything from the pre-work to the closing survey should look like it’s part of a learner-obsessed campaign to help participants feel valued and show how much effort has gone into the training.

Executing all three elements effectively might even generate demand. If the good reviews are flowing and participants are confident in the new skills and information they’ve absorbed, how could everyone else not be itching to join the programme?!

What’s in a Name?

The Story Behind Our Cegos Rebrand

We sat down with our CEO, Jonna Sercombe, for an exclusive interview to ask him about the renaming of Interactive Workshops as part of the Cegos Group.

Scan the QR code to listen to our exclusive Sparks podcast episode on the rebrand.

Tell us about the acquisition of Interactive Workshops and the change of name.

It’s a really exciting time and moment in our company. I started my career working with huge global brands like BMW, Rolls-Royce and MINI, then as a consultant to the Bacardi Global Brands team working with Grey Goose, Bacardi, Bombay Sapphire. So, I guess, from an early point, brand building has been very important to me.

When I started Interactive Workshops we had a different, and terrible, name, and eventually, after a year of trying to find a new name, including over 100 different options, I struck gold with Interactive Workshops. Well, actually my mother-in-law, Linda, had the eureka moment over a pizza in The Strand. What was great about the name was that was generic enough that we could do lots of stuff and broad enough that we could cover lots of bases. I also quite liked the idea of a workshop, as in, a place where you build things. At BMW Group, we were conditioned “don’t mess with the brand.” It will be there before you. It will be there after you. Don’t play with the logo.

I sense a but…

But, six or seven years ago when we got serious, we were asked by the M&A people, “Is your name still relevant for what you do?” The answer even then was no. We don’t just run interactive workshops. We do digital assets, e-learning, video, animation, custom courses, leadership development, edtech, soft skills, coaching… the list is endless. Yet, I tried not to rebrand for as long as possible. If we were to rebrand we would need to find:

1. A simple, short name that is easy to remember

2. That doesn’t refer to any specific service line

3. And call the company that.

When I walked through the door of the Cegos office in Paris, I knew 100% that they already had the branding answer to our question, not least because Cegos’ 2023 rebrand is so fresh. Cegos is a short name that doesn’t refer to any specific service. From now on, we will call our company Cegos. The way the brand is presented is stunning.

Tell us a bit about that brand.

Cegos has an incredible brand history. In branding terms, it has rock solid intrinsics. Cegos started life in 1926 as CGOST (the Commission General de l’Organisation Scientifique du Travail). In English that’s the General Commission for the Scientific Organisation of Work.

Over time, the pronunciation became CEGOS. Now we say Cegos. At its core, Cegos was born to use science to understand how we can do work better. It is doing that today in more than 50 countries worldwide and in 20 languages. The group is an international leader in Learning and Development and at its core exists to help individuals and organisations with their work challenges. We all, you, me, have an innate urge to learn, and learning is what drives the change. Put it another way. Imagine trying to change without learning? Education, and Executive education, is absolutely crucial to meeting the challenges we face today as individuals and organisations. Not only that. We have an itch to scratch. We have an innate drive to learn. And it’s that learning that helps us acquire skills. Then those skills, once mastered, help us to reach a higher level of performance.

What does this mean for clients?

Over the years, the team at Interactive Workshops have worked with some absolutely brilliant people and organisations. I think what clients love is our spark, our energy, our professionalism, our can-do attitude, our know-how. That all continues. We are the same people, doing the same job, in the same way. What clients also get now is the extra that comes with Cegos. Cegos is recognised as one of the world’s top 20 leadership development companies. It is known as one of only ten L&D companies that can do absolutely everything in learning and development. For example, Cegos has huge clients doing learning and development outsourcing. We have never done that. Managed Training Services (MTS) is a game changer for clients. Now we can do that. Cegos has an off-the-shelf learning portfolio. More than 3,000 digital learning assets. 1,500 staff. Most assets and courses are available in more than 20 languages. IW is just 2% of the Cegos organisation. We now have offices all over the world — from Shanghai and Singapore to Sao Paulo and New York. That’s phenomenal for international learning projects, and that’s also why I’m really excited to jump into the Cegos brand. Jumping right in means we are fully connected with no barriers to what we can do together. I love that.

Any final thoughts?

Well, as our board member, Emanuele, said when we were planning all this: “Orange is in the Cegos corporate identity.” Old habits die hard. We will still be using some orange and, at the heart, our new organisation also wants us to stay true to our roots and do what we do best. There is no pressure to change or be someone different. We are going to be true to who we are and keep doing what we do best in the brightest and sparkiest way. You can count on it.

Future Fuel