Ten services that build the learning function.

Teaching is one capability. Designing the system that decides what gets taught, to whom, and whether it worked, is a different one. These ten services cover the second.

Four colleagues sort cards and papers spread across a stone table in a sunlit atrium.

01Three clusters

Strategy and architecture. Design and delivery. Capability and leadership.

The ten services group into three. The first cluster decides what the organisation should learn and how it will know. The second builds and runs it. The third makes the organisation able to continue without us, which is the outcome we are actually contracted for.

Most engagements draw on services from all three. Very few need all ten.

Strategy and architecture

01Learning strategy and architectureConnecting the learning roadmap to the business plan, the capability requirement and a defined return. The document a chief executive can approve, not a training calendar.

02Training needs analysisSkill-gap assessment at organisation, function and role level, mapped against the level ladder so the gap is expressed in qualifications rather than adjectives.

03Learning analytics and impact measurementMeasuring effectiveness against the Kirkpatrick and Phillips models, with the evaluation level agreed before the programme starts rather than reverse-engineered after it.

Design and delivery

04Curriculum and programme designCustom curricula, blended pathways, micro-learning and digital modules, designed against a performance outcome rather than a topic list.

05Training delivery and facilitationClassroom, virtual and blended delivery in Arabic and English, by facilitators who hold the credentials they teach.

06Digital learning and learning technologyAdvisory, selection and deployment of learning management and learning experience platforms, plus the content strategy and adoption plan that decide whether anyone uses them.

07Corporate academies and onboardingStanding up an organisation's own academy, governance, curriculum, faculty model, skills taxonomy and structured onboarding pathways by role.

Capability and leadership

08Leadership and management developmentAccredited and bespoke leadership programmes from first-line supervision to executive practice, anchored wherever possible on a CMI qualification so the outcome is externally recognised.

09Coaching and mentoring frameworksDesigning the internal coaching system, matching, contracting, supervision and quality, and certifying the organisation's own coaches to run it.

10Train-the-trainer and internal capabilityTraining the client's own facilitators and subject experts so that delivery continues at the same standard after we step back.

Competency framework design and psychometric assessment sit with our sister company impact+, which holds the Hogan, SHL and Saville accreditations. Where a learning programme needs either, the two companies work as one team.

The honest sequence.

Organisations usually approach us at service four, they want a curriculum built. In about half of those conversations the right answer is to start at service two, because nobody has established what the gap actually is, and a well-built curriculum aimed at the wrong capability is an expensive way to be wrong.

We will say so before the contract rather than after it.

How we deliver