In today’s ever-evolving business landscape, the ability to adapt swiftly and effectively is crucial for survival and success. As organisations face constant shifts in market demands, technology advancements, and workforce expectations, the need for agile learning and development (L&D) strategies has never been more apparent. Traditional approaches to L&D, which often involve lengthy planning and development cycles, are no longer sufficient to meet the fast-paced demands of modern businesses. Instead, organisations must adopt more flexible, responsive strategies that can keep pace with change. One such approach is the application of product thinking—a methodology rooted in the principles of product management, but increasingly relevant to L&D.
Product thinking encourages organisations to view learning programmes not as static, one-off initiatives, but as dynamic products that evolve over time. This shift in perspective allows L&D teams to focus on creating user-centric, iterative, and continuously improving learning solutions that meet the real-time needs of the organisation and its employees. By applying product thinking principles, such as Minimum Viable Product (MVP) and cupcaking, L&D teams can develop more effective and adaptable learning strategies that thrive amid rapid change.
Product thinking has its origins in software development, where it has been used for decades to create products that are responsive to user needs and market conditions. In recent years, however, this approach has gained traction in other domains, including L&D. At its core, product thinking involves treating a learning programme as a product that must be developed, tested, and refined over time, rather than as a one-time project. This approach emphasises the importance of understanding the needs of the end user (in this case, the learner), gathering feedback, and making continuous improvements.
User-Centric Design: The foundation of product thinking is a deep understanding of the end user. In the context of L&D, this means prioritising the needs, preferences, and challenges of learners. By adopting a user-centric approach, L&D teams can design programmes that are not only more engaging and effective but also more relevant to the learner’s job role and career goals. Tools like learner personas, empathy maps, and journey maps can be invaluable in this process, helping teams to identify key pain points and opportunities for improvement.
Iterative Development: Unlike traditional L&D approaches, which often aim to deliver a complete, polished product from the outset, product thinking embraces an iterative development process. This involves creating a basic version of the learning programme—often referred to as a Minimum Viable Product (MVP)—and then refining it based on feedback and data. The MVP might include only the most essential features or content, allowing the programme to be launched quickly and improved over time. This iterative approach ensures that the programme remains aligned with the organisation’s evolving needs and goals.
Continuous Improvement: Product thinking also emphasises the importance of continuous improvement. After launching an MVP, L&D teams should actively seek feedback from learners and stakeholders to identify areas for enhancement. This feedback loop allows the programme to evolve in response to changing needs, ensuring that it continues to deliver value over the long term. Continuous improvement is not just about fixing problems; it’s also about seizing opportunities to innovate and enhance the learning experience.
To effectively apply product thinking to Learning and Development (L&D), it’s important to explore key theoretical principles that underpin these strategies. Two of the most impactful concepts are cupcaking and the Minimum Viable Product (MVP). These concepts, borrowed from product management, provide a framework for creating agile, responsive, and user-centred learning solutions. However, understanding their application in L&D can be enhanced by integrating other theoretical models such as agile learning design, the 70-20-10 model, and design thinking.
Cupcaking: Building Value Piece by Piece
The concept of cupcaking involves delivering value in small, incremental pieces. This approach is rooted in the idea that smaller, fully-formed modules can be delivered more quickly and adapted over time, ensuring that the learner always receives relevant and immediately applicable content. In L&D, cupcaking aligns with the concept of microlearning, which focuses on delivering content in short, focused bursts that address specific learning needs.
Microlearning: Microlearning is an instructional strategy that breaks down complex information into smaller, easily digestible learning units. These units, or “cupcakes,” are designed to be completed in a short amount of time, making them ideal for addressing specific skills or knowledge areas. Microlearning leverages the idea that learners retain information better when it’s delivered in concise, targeted segments. For example, instead of a lengthy course on project management, an L&D team might create a series of microlearning modules focused on individual topics such as task delegation, time management, and risk assessment. Each module provides standalone value and can be consumed independently, yet collectively they build comprehensive project management skills.
Agile Learning Design: Another theoretical principle related to cupcaking is agile learning design. Agile learning design is inspired by the Agile software development methodology, which prioritises flexibility, collaboration, and iterative development. In the context of L&D, this means creating small, modular learning components that can be rapidly deployed and refined based on learner feedback. The modular nature of agile learning design allows L&D teams to quickly adapt to changes in organisational needs, ensuring that the learning content remains relevant and effective. For example, an L&D team might use an agile approach to develop a “cupcake” module on a new industry regulation. As learners engage with the module, their feedback is used to iterate and improve the content, adding new layers as needed.
Minimum Viable Product (MVP): Start Small, Learn Fast
The MVP approach is about launching the simplest version of a product that delivers value and allows for feedback collection to guide further development. In L&D, this concept is particularly relevant when there is an urgent need for training but limited time or resources to develop a comprehensive programme.
Rapid Prototyping: A key theoretical underpinning of the MVP approach in L&D is rapid prototyping. Rapid prototyping involves quickly developing a basic version of a learning product (the MVP), testing it with a small group of users, and refining it based on their feedback. This approach is grounded in the iterative design cycle, which consists of designing, testing, and refining in short, repeated cycles. For example, when introducing a new software tool, an L&D team might rapidly prototype a basic training module that covers the tool’s core functions. This prototype serves as the MVP, allowing employees to start learning immediately while the L&D team collects feedback for continuous improvement.
70-20-10 Model: The 70-20-10 model of learning, which suggests that 70% of learning happens on the job, 20% through social interactions, and 10% through formal training, also aligns with the MVP approach. When applying the MVP concept, L&D teams can focus on creating learning experiences that support on-the-job learning and social interactions, rather than relying solely on formal training. For instance, an MVP training programme might initially consist of job aids or performance support tools that employees can use in their day-to-day tasks. As these tools are used, feedback is gathered to develop more formal training components or peer learning opportunities, ensuring that the final programme supports the full spectrum of learning experiences.
Design Thinking: Design thinking is another theoretical framework that complements the MVP approach. Design thinking emphasises empathy, ideation, and experimentation, making it a natural fit for developing MVPs in L&D. The process begins with a deep understanding of the learners’ needs (empathy), followed by brainstorming potential solutions (ideation), and then quickly creating prototypes (experimentation) to test and refine the solutions. For example, if an organisation identifies a need for improved customer service skills, the L&D team might use design thinking to develop an MVP training module that addresses the most pressing customer service challenges. The module is then tested with a small group of employees, and their feedback is used to refine and expand the training.
Together, these approaches provide a comprehensive framework for developing L&D solutions that are not only responsive and agile but also deeply aligned with the needs of the learners and the organisation.
For example, an L&D team might use the MVP approach to rapidly prototype a microlearning module on a critical topic, such as data privacy. This module serves as the “cupcake,” offering immediate value by providing key information in a concise format. As the module is rolled out, the team gathers feedback using principles from agile learning design, iterating on the content to improve its effectiveness. Simultaneously, the team considers how the module fits into the broader learning ecosystem, using the 70-20-10 model to ensure that on-the-job learning and social learning opportunities are also supported. Throughout the process, design thinking is applied to keep the learner’s needs at the centre of every decision, ensuring that the final product is not only effective but also engaging and user-friendly.
One of the biggest challenges facing L&D teams is the temptation to wait until a learning programme is “perfect” before launching it. While this may seem like a prudent approach, it can actually be detrimental to the organisation. The pursuit of perfection often leads to extended development timelines, during which the organisation’s needs may change, rendering the programme obsolete by the time it is finally ready.
A study by McKinsey found that organisations that take a more iterative approach to product development are 2.4 times more likely to succeed than those that follow a traditional, linear process . This finding highlights the risks associated with waiting for perfection. In today’s fast-paced business environment, the time lost waiting for the perfect solution can mean missed opportunities, outdated content, and a loss of competitive advantage.
Moreover, the pursuit of perfection can have negative effects on the L&D team itself. When teams are under pressure to deliver a flawless product, they may become bogged down in endless revisions and refinements, leading to burnout and frustration. This can result in a product that, despite the extra time and effort, still fails to meet expectations.
The costs of waiting for perfection are not just theoretical. Consider the example of a global tech company that spent two years developing a comprehensive training programme for a new software rollout. By the time the programme was ready, the software had already been updated, rendering much of the training content obsolete. The company had to scramble to update the programme, leading to delays in the software adoption and a significant loss of productivity.
In contrast to the risks of waiting for perfection, launching early with an MVP offers several compelling benefits. By getting a basic version of the learning programme into the hands of learners quickly, organisations can start realising value sooner. This approach is particularly effective in today’s fast-paced environment, where the ability to adapt quickly is a key competitive advantage.
Speed to Market: Launching an MVP allows organisations to respond more quickly to changing needs. For example, if a new regulatory requirement is introduced, an L&D team can quickly develop and launch a basic compliance training programme. This ensures that employees are up to speed with the new requirements as soon as possible, reducing the risk of non-compliance. As the regulatory landscape evolves, the programme can be updated and expanded based on feedback and new information.
Gathering Feedback: One of the most valuable aspects of launching early is the ability to gather feedback from learners. This feedback is crucial for identifying what works, what doesn’t, and what can be improved. According to a study by Gallup, organisations that actively seek and act on employee feedback see a 21% increase in profitability . This finding underscores the importance of involving learners in the development process. By launching an MVP and gathering feedback, L&D teams can ensure that the final programme is more effective and better aligned with the needs of the learners.
Continuous Improvement: The iterative nature of product thinking means that the launch of an MVP is just the beginning. With each round of feedback, the learning programme can be refined and improved. This continuous improvement process not only ensures that the programme remains relevant and effective but also fosters a culture of learning and innovation within the organisation. Employees who see that their feedback is valued and acted upon are more likely to engage with future learning initiatives, creating a virtuous cycle of improvement.
Combining these three processes allows you to continually increase the impact of your initiatives whilst realising the immediate benefits of launching early.
In a world where change is the only constant, organisations must adopt agile strategies to stay competitive. For L&D teams, this means moving away from traditional approaches and embracing product thinking. By applying principles like cupcaking and MVP, organisations can create learning programmes that are responsive, user-centric, and continuously improving. The key is to avoid the trap of perfectionism and instead focus on launching early, gathering feedback, and iterating on the solution. This approach not only meets the immediate needs of the organisation but also lays the groundwork for sustained growth and success.
The examples from healthcare, urban planning, education, and the non-profit sector demonstrate the versatility and power of product thinking. By viewing learning initiatives as dynamic products that evolve over time, L&D teams can ensure they are always aligned with the needs of the business and its employees. As the pace of change continues to accelerate, organisations that embrace product thinking in their L&D strategies will be better positioned to thrive and succeed in the future.