Learning can be depicted as a process through individuals or groups get, interpret and somewhat alter (with assimilation) clusters of information or know how. But what does lead us to learn? Analyzing past experiences? Try and error processes? Mimetism strategies aimed at copying existing success? Surprise when we are confronted to something unexpected? Crisis induced pressure calling for quick adaptation?

As assets are now much and much more intangible than they used to, value making has become an endless process of both personal and organizational renewal. Successful companies are strong at knowledge building and disseminating. Furthermore they are able to incorporate knowledge in technologies, products and platforms. By this way, knowledge is living, far from being just recorded in repositories or memoryless platforms.  

Which learning investments should an organization value and support? Should a training policy reinforce existing knowledge or seek to disseminate new one?  

Memedge Consulting advocates a conception of training that put the stress on:

• alignment with performance indicators;
• value chain focus, given that that socialization is fundamental in value making;
• key contents transmission through training, internal communication, events and any relevant means of corporate culture spreading.

In other words, we focus on making ideas concrete by providing integrative solutions. They include: strategic planning, contents shaping and disseminating plans (through meetings, online platforms, collaborative tools...).