Evolve education and training towards collaborative learning

When it applies

When the company must undergo transformation and it becomes necessary to incorporate and analyze, between all, external knowledge of trends and/or new general skills that go beyond the existing technical ”know-hows” of the organization. When you want to bet on education, talent development and cultural transformation.


Problem it solves

Corporate training in soft skills - such as leadership, creativity, collaboration - does not work well enough when it is more necessary than ever. Although immediate evaluations of training sessions may be good, in the long run nothing changes. This is what 75% of those who receive these workshops experience.

  • Training sessions are very individualistic and are separated from the reality of the company

  • Still very theoretical

  • They are occasional occurrences, without an effective follow-up

  • Disconnected from transformation, innovation and business priorities

Added value by delibera

It offers a new and transformative learning model in which topics are deliberated between all, in order to understand them and focus on their applicability to the reality of the organization. Progressing from theoretical knowledge to a transformative initiative, turning training into a fundamental lever in the cultural and business transformation of organizations.

  • It makes diagnosis of opportunities and needs easier

  • The identification and prioritization of improvement opportunities, with potential changemakers capable of carrying them out, measuring and recognizing collaboration

  • In an efficient and stimulating process, that minimizes face-to-face meetings and that is transformative in itself

Putting training, once again, on the leadership teams’ radar, accelerating transformation.

Sequence of templates to evolve education and training towards collaborative learning 



Read initial documentation or watch video and comment




Diagnose gap in the organization


Considering relevance and need for action for the organization



Identify posible actions and solutions with potential changemakers



Prioritize initiatives according to their potential impact and feasibility



Assign responsibilities and follow-up


Validate results and the collaborative learning process

Monthly or bimontly cycles

From stimulating content to transformative action

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Success cases

  • The strategic transformation committee of a multinational insurance company uses delibera twice a quarter to train the 11 members of its steering committee, as well as the top 100 executives and 50 other key people, on two key issues. Generating almost as much transformative initiative as that derived from the strategic plan

  • The leadership team of a leading security company uses delibera to open 7 deliberations based on explanatory content on e-procurement, with the top 50 sales managers, identifying 15 potential high-impact improvements



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