IA não resolve T&D sozinha: por que a aprendizagem corporativa ficou ainda mais estratégica A chegada da inteligência artificial ao ambiente corporativo criou uma sensação
The end of the notice board: why your company's internal communication needs to be an experience. In the corporate corridors of the past, communication...
SPIW 2026: What I saw there and how this changes corporate T&D. The São Paulo Innovation Week 2026 debuted occupying the space...
Mobile Learning: Creating content designed for access anywhere “Mobile Learning is not a passing trend. It is the answer to a world where
AI alone cannot solve T&D: why corporate learning has become even more strategic. The arrival of artificial intelligence in the corporate environment has created a curious feeling: while everything seems faster, many companies still don't know exactly how to prepare their people for this new reality. Tools
The end of the notice board: why your company's internal communication needs to be an experience. In the corporate corridors of the past, internal communication used to be a one-way street. A long email from management, a monthly printed newsletter, or a notice board near the break room.
What CBTD 2026 Taught Me About the Future (and Present) of Corporate Education A few days after the rush of CBTD 2026 (this year, the Brazilian Congress of Training and Development brought together more than 10 professionals!), I finally managed to sit down to organize my thoughts and digest everything.
SPIW 2026: What I saw there and how this changes corporate T&D. The São Paulo Innovation Week 2026 debuted occupying the Mercado Livre Arena Pacaembu and FAAP spaces, with a very clear proposal: to mix technology, business, culture and social impact in the same place, and to do it.
Innovation as the Engine of Corporate Learning: The New Training & Development Paradigm. The Training and Development (T&D) market is undergoing an unprecedented transformation. The traditional model, based on sporadic in-person training and linear, rigid learning paths, has become insufficient to meet the speed at which new skills are being developed.
Skills-based learning: skills-based organization. What is a skills-based organization and why is it redefining L&D? For decades, companies structured their talent strategies based on job titles, fixed descriptions, and linear career paths. This model worked in a more stable world.
I joke around at work. And it pays off. PS: This is a lighthearted and fun account from a creator of gamified training content. Read with caution (or not, depending on your tolerance for corporate puns). I joke around at work… and before anyone pulls out the chair of…
Why Don't Your Employees Participate in Training? (and How to Solve It) Introduction Investing in corporate training is no longer a differentiator—it's a strategic necessity. Even so, many companies face a recurring problem: employees simply don't participate in the proposed training. Platforms are implemented, content is made available, campaigns are launched.
The End of the “Training Checklist”: How to Transform T&D into a Revenue Engine For years, Training & Development was treated as a mandatory step in the corporate calendar. A learning path is defined, a workshop is scheduled, attendance is recorded, a reaction evaluation is applied, and the report is filed. Process completed. The problem is that...
Dashboards that drive decision-making: how to design dashboards for management, training and development, and leaders. It's common for companies to say they "have BI," but in practice, the dashboard becomes a pretty screen that almost no one opens or that doesn't change any decisions. This happens because many dashboards are built as a "hodgepodge of metrics."
Short or long video? How to choose the format and duration for each type of corporate training. When producing content for corporate learning, one of the most common questions is: short or long video? On the one hand, long videos promise "in-depth" learning, but often lead to abandonment halfway through. On the other hand, long videos promise "in-depth" learning, but often lead to abandonment halfway through.
How to truly measure engagement: indicators that show participation, recurrence, and application. In many corporate programs, "engagement" becomes a nice word but difficult to prove. The L&D team says that participation was good, communications reports that it "had reach," and leadership asks: "Okay, but did this change anything?"