Hi

In last week’s Sunday supplement I wrote about how, when I trained as a chartered accountant with Arthur Andersen & Co. back in the 1970s, the firm was already decades ahead of its time. Andersen built a learning culture that was the envy of the profession. The crown jewel was its global training centre in St. Charles, Illinois—a purpose-built campus where thousands of us would gather to sharpen our skills, swap ideas, and build professional networks.

Looking back, I’m struck by just how visionary that approach was. Today, many organisations are scrambling to achieve what Andersen embedded into its culture 50 years ago: the idea that learning isn’t an add-on—it’s the engine that drives growth.

Over the past few years, how people learn at work, and crucially why they bother, has changed beyond recognition. Part of this is down to technology. Part of it is the sheer pace of disruption that’s made skill gaps appear faster than ever. And part of it, frankly, is a long-overdue recognition that people expect more from their working lives than a payslip and a pension.

Let’s look at what’s changed, and what that means for you, your teams, and your business.

Learning is No Longer an Event. It’s the Work Itself.

Traditionally, workplace learning was something you left your desk to do—a training course, a webinar, or a formal qualification. It was separate from ‘real work’. This old model is reactive, fragmented, and often little more than a compliance exercise.

That’s not sustainable anymore. Today, the most forward-looking businesses are embedding learning into the very design of jobs. Tasks are deliberately structured to stretch people. AI tools act as on-the-spot mentors, giving instant feedback and personalised support. Team members learn by doing, with learning woven into workflows rather than bolted on as an afterthought.

This shift is profound. It means your business needs to treat learning as a strategic driver of performance, not a nice-to-have benefit. And it calls for a rethink: are you designing work to be developmental, or just operational?

The Motivation to Learn Has Changed Too

In the past, learning was often driven by obligation—box-ticking for professional CPD or mandatory training. Today, employees are motivated by something more compelling: the need to stay relevant, the desire for purpose, and the satisfaction of mastery.

Consider this: the World Economic Forum predicts that nearly 40% of skills will be obsolete within five years. That’s not scaremongering—it’s reality. In such an environment, the only way to stay employable is to keep learning.

This can feel daunting, especially for small business owners juggling multiple demands. But it’s also an opportunity. If you can create an environment where learning is normalised and valued, you give your people—and your business—a critical edge.

Technology Has Redefined How We Learn

It’s impossible to ignore the role of AI in all this. In many organisations, AI tools are now acting as ‘copilots’—scanning work outputs, offering feedback, and suggesting next steps. Done well, this technology doesn’t replace human capability; it expands it.

However, technology only works if people trust it. That trust depends on clarity: employees need to understand how AI supports them, not just what it does. If learning systems feel intrusive or opaque, people will disengage.

So here’s the challenge for any business embracing AI: can you communicate clearly why you’re adopting these tools and how they help people grow? Or will you fall into the trap of rolling out shiny new tech without thinking through the human impact?

Lifelong Learning: From Buzzword to Survival Strategy

As I said last week I am a firm believer in lifelong learning. And in a world where the pace of change has become relentless, continuous learning is no longer optional.

I’ve seen this first-hand with the businesses I advise. Those that treat learning as a shared responsibility—rather than leaving it to individuals—are the ones that adapt fastest. They make time for reflection. They support recuperation to prevent burnout. They invest in tools that make learning visible and trackable.

Contrast this with firms that treat learning as an afterthought. These businesses often end up reacting to crises rather than anticipating them. They scramble to recruit skills they could have developed internally. They lose good people because they haven’t invested in growth.

Is there a better way? Absolutely. But it requires a mindset shift: from viewing learning as a cost centre to seeing it as an investment in resilience.

Case in Point: Arthur Andersen& Co.

I often reflect on Arthur Andersen’s learning culture because it remains such a powerful example. At St. Charles, learning wasn’t about compliance or minimum standards. It was about professional pride and ambition.

We were encouraged to think critically, debate ideas, and question assumptions. The firm recognised that what you learn is important, but how you learn—together, in community—matters just as much.

In many respects, Andersen’s approach prefigured what McKinsey now describes as “fluid development ecosystems”: environments where learning, performance, and collaboration are deeply intertwined.

It’s ironic that such an innovative culture couldn’t save the firm from its eventual downfall, but that’s a lesson in itself. Learning culture alone isn’t enough—you also need integrity and good governance.

Practical Steps You Can Take

So what does all this mean for you as a business leader? Here are some specific actions to consider:

• Design learning into daily work. Don’t treat development as something separate. Structure tasks to build skills progressively.
• Invest in technology that supports learning—but be transparent about it. Explain why you’re introducing AI tools and how they help people grow.
• Make learning visible. Give team members access to their own skill data so they can track progress and plan development.
• Prioritise recuperation. Sustainable learning requires energy and time to reflect. Encourage rest and balance.
• Champion curiosity. Model learning yourself. Show that no one is ever ‘done’ developing.

The future of work will be defined by those who treat learning not as a series of interventions but as a way of being.

When I think back to Arthur Andersen, what strikes me most is how energising it felt to be part of a culture that believed in people’s potential. That belief is still your most powerful lever.

In a world where skills come and go, the appetite to keep learning is what endures. Make it your business to foster that appetite - and you’ll become not just more resilient, but build a better business.

Next week I’ll share some thoughts about how to develop a learning culture in your business.

Noel Guilford