The world changed. The way we learn and change did not.

There used to be time between changes. You could run one programme, give it time to work, and start the next.

That time is gone. Three transformations run at once. They overlap, and a fourth arrives before the first one is finished. The work is moving faster than people can grow into it.

A young healthcare worker stands in front of a group before she is ready, because there is nobody else. She needs the skill this week. There is no week to go and get it.

Our answer to all this speed is still a classroom. We take people out of their work for two days of theory. We hand them online training nobody watches. We hire coaches for a lucky few, knowing we cannot afford that for everyone.

Look at what it gives us. AI does not get adopted. Sickness rates stay high despite the wellbeing programme. Clients never feel the values, no matter how big the campaign.

When too many changes arrive at once, people do not learn more. They stop trying. Budgets are wasted and people stop believing the strategy. They see it announced, they see nothing change around them, and they quietly give up. And then a new programme starts.

So we ask her team leader to make it work. They have twelve people and a schedule to fill this week. They can see she is stuck. They also have their own targets and a team to look after. Nobody gives them the time to coach. Nobody shows them how their team is doing. The person closest to the change has the least time for it.

Nobody learns to ride a bike from a slideshow. You learn by getting on. That is the part we keep getting wrong. Learning belongs inside the job, in the moment someone actually uses the skill. For most people there is no other moment.

Growth comes from small daily steps. In Swedish there is a word for one step forward: kliv. I missed this system myself, as an employee, as a manager and as a director. That is why I am building Klivr: to put learning back inside the work. Every person gets one step for today. Their manager can see how the team is doing, and where to help this week. Their director can see if the change is working, while there is still time to do something about it.

For the healthcare worker, that changes what a skill is. It becomes something she can do on the day she needs it. She gets there one step at a time, and nobody has to take her out of the work for it.

For the company, a change becomes something people do. Start the next one a year later and it goes faster, because they have done it before.

Nobody changes in a single leap. But every day has room for one step.

Rob HoefnagelFounder, Klivr