Reimagining Learning Modalities: What Will Fuel Talent in the Future

Learning and development is at an inflection point. Over the past few years, organizations have explored a wide range of delivery models – from digital platforms and LMSs to immersive offsites and mobile-first learning. AI now adds a powerful new dimension, enabling capabilities like virtual instructor-led training and personalized learning at scale. - https://pragatileadership.com/reimagining-learning-modalities/

1. Reimagining Learning Modalities
A Report Based on Conversations With HR and Learning Leaders
2025
What Will Fuel Talent in the Future?

2. Introduction
Learning and development is undergoing a
fundamental transformation
From LMS platforms to immersive offsites and now AI-enhanced experiences, organizations
have experimented with numerous delivery models. Yet the essential question persists: Which
of these approaches are truly building capability and delivering meaningful outcomes?
In a world shaped by volatility, complexity, and rapid digitization, this question is more relevant
than ever. It is central to the strategic agenda of HR and L&D leaders. Learner behaviors have
shifted and technological possibilities have expanded. The workforce is multigenerational and
digitally enabled, but also time-constrained and increasingly seeking relevance, connection,
and purpose.
This report synthesizes the perspectives of senior learning leaders and draws on Pragati
Leadership’s extensive experience in designing leadership development journeys. It provides a
deep exploration of the new learning landscape, the shifting expectations of learners, and how
to balance human connection with digital convenience.
The report is based on conversations with Chief Human Resource Officers and Heads of
Learning and Development from a diverse set of organizations. The leaders interviewed
represent a wide spectrum — from multinational corporations to agile, innovative startups, and
spanning sectors such as engineering, consumer goods, technology, and services. Their
perspectives reflect the evolving priorities and on-the-ground realities of today’s talent
landscape. These insights were layered with Pragati Leadership’s own experience, drawn from
thousands of leadership development and behavioral transformation engagements across
India, to bring a practical, experience-led lens to the findings in this report.
PRAGATI LEADERSHIP REPORT 2025
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3. PRAGATI LEADERSHIP REPORT 2025
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1.Introduction 2
2.The Modern Learner in a Transformed World 4
3.Addressing the Leadership Development Imperative 5
4.Blended Learning as a Strategic Default 6
5.Shaping Learning Experiences That Learners Choose 8
6.Aligning Learning With Business Priorities 10
7.The Role of AI: Enhancing, Not Replacing 12
8.Embedding Learning Into the Flow of Work 14
9.Pragati Leadership Perspectives on the Future of Learning 16
10.Conclusion: Designing for Relevance, Impact, and Human Potential 18
Table of Contents

4. The contemporary learner has become both more empowered and more fragmented. As the lines
between work, life, and learning blur, individuals expect development experiences that are
personalized, accessible, and contextually relevant. No longer confined to classroom
environments or scheduled sessions, learning today may happen best “in the flow of work”, at
the moment of need, across devices, and within compressed timeframes.
Digital transformation has undoubtedly increased access, but it has also introduced new
challenges. Learners are overwhelmed by content and increasingly resistant to passive
consumption. Organizations can make a wide range of learning content available, but whether
learners will truly engage with it depends on how that content is designed; whether it feels
purposeful, interactive, and relevant to their context. Experiences must be curated with
intention, blending convenience with interactivity, and structure with spontaneity.
PRAGATI LEADERSHIP REPORT 2025 4
The Modern Learner in a Transformed World
The implications for L&D teams are clear: the one-size-fits-all model is obsolete. Today's learners
expect autonomy and relevance, and opportunities for dialogue and connection. Learning
strategies must therefore evolve beyond simply digitizing content. They must address the
cognitive, emotional, and social dimensions of how adults learn in a networked,
distraction-rich environment.
"We live in a time where content is
everywhere. The real shift is in how
people want to learn. Employees will
complete their online courses, but they
still crave conversation and group
reflection. We curated learning to
combine online access with offline group
discussions led by facilitators. This dual
structure, even for functional learning
like coding or communication, makes the
experience richer and more meaningful."
Nidhi Dhanju

5. In today’s volatile and fast-evolving landscape, building leadership capability is emerging as a
defining priority for organizations. As roles evolve and organizations restructure, the most
enduring strengths are those rooted in human connection: empathy, collaboration,
communication, adaptability, and judgment. These are the capabilities that enable leaders to
navigate complexity, align diverse teams, and respond with agility to unanticipated challenges.
Yet these leadership behaviors are also among the hardest to develop and assess. Unlike
technical competencies that can be codified and measured, they are often experiential,
contextual, and behavioral. They require environments where psychological safety, feedback,
and real-time application are embedded into the learning process.
“We’ve all run inspiring leadership programs,
but have we truly shifted behavior? In-person
formats remain irreplaceable for programs
where change really matters. It's the human
connection, the space for vulnerability, and
the feedback loops that create trust. Digital
tools are excellent for scale and consistency,
but deep transformation still needs that face-
to-face experience.”
PRAGATI LEADERSHIP REPORT 2025 5
Addressing the Leadership Development Imperative
L&D teams must therefore design experiences that move beyond knowledge transmission to
true behavior transformation. This means prioritizing immersive modalities such as live
workshops, role plays, peer feedback, and coaching conversations. It also requires linking these
capabilities to organizational outcomes, so that they are not perceived as peripheral, but as
central drivers of performance, engagement, and growth.
From a strategic standpoint, organizations must invest in building ecosystems that nurture these
capabilities over time. This includes cultivating internal facilitators, aligning leadership behaviors
with desired cultural norms, and reinforcing development through structured reflection and
feedback loops. Behavioral development cannot happen in isolation and must be cultivated as
part of an ongoing journey that integrates learning with lived experience.
Bageshri Dongre, Bridgenext

6. Across industries, leaders are recognizing that impactful learning comes from sequencing
modalities strategically. Blended learning, when implemented strategically, can bridge the
scalability of digital tools with the depth of human interaction. Effective blending is not about
simply combining formats; it’s about sequencing experiences in a way that mirrors how people
actually learn.
PRAGATI LEADERSHIP REPORT 2025 6
Blended Learning as a Strategic Default
Modern learning journeys are increasingly designed as multi-phase engagements. In the early
stages, digital modalities serve to introduce key ideas, assess readiness, and build a foundation.
These might include short videos, assessments, or asynchronous discussions. But the real shift
occurs when learners move from awareness to experience - through instructor-led sessions,
cohort-based dialogues, simulations, or action learning projects.
"We’ve experimented across three areas -
knowledge, skill, and perspective. For
leadership mindsets and behaviors, we use a
hybrid of gaming simulations and classroom
facilitation. Participants engage in simulated
real-world dilemmas, mapped to mindsets like
responsibility, and debriefed as teams. The
format blends active experimentation with
reflection, and it’s been highly effective in
shifting perspectives."
Ruben Selvadoray, Bajaj Finserv
"Learning design has to balance scale with depth,
and this depends entirely on the context. For
compliance and mandatory training, we use
digital platforms with gamified elements like
leaderboards to keep people engaged. But for
things like sales enablement, we run structured
in-person training led by technical leaders."
Shweta Parekh, Flentas

7. Sustainment, too, requires thoughtful design. It’s not enough to conduct a single intervention and
hope for change. Learning must be reinforced with tools like micro-coaching, nudges, community
forums, or peer circles that promote ongoing reflection and support behavioral embedding.
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At Pragati Leadership, we have found that truly effective programs unfold over time and across
modalities. Diagnostic assessments conducted digitally allow us to tailor learning to individual
and organizational needs. In-person sessions provide depth, trust, and transformation. And
digital follow-ups keep the momentum alive. This orchestrated approach respects the learner’s
context while maximizing learning outcomes.
"Digital content is good because it’s scalable
and convenient. But deep learning happens
when people engage with real-life scenarios.
That’s why we implemented a flipped
classroom model. Here learners complete
digital content first, followed by practical
assignments and discussion. The combination
of self-paced knowledge and guided
application helps create more mature
learners."
Arup Ghosh, Momentive Software
Ultimately, blended learning is a strategic
approach to the demands of modern capability
building. When done well, it amplifies reach
without sacrificing richness, and it creates a
pathway from insight to action, from knowledge
to behavior.

8. Progressive organizations are moving beyond compliance-driven training models and embracing
learning experiences that resonate with curiosity, relevance, and personal growth. Today, the
emphasis must shift from mandates to motivation, from requiring attendance to inspiring
participation. Learning that drives transformation begins not with instruction, but with intent.
PRAGATI LEADERSHIP REPORT 2025 8
Shaping Learning Experiences That Learners Choose
Purpose-driven learning experiences align organizational objectives with individual aspirations
and build community by creating shared ownership of outcomes. When learning is designed
around curiosity, it unlocks a virtuous cycle of motivation, application, and sustained growth.
"We’re moving away from predefined training
tracks toward platforms that encourage
exploration. When learning is designed to spark
curiosity and support original thinking, people
engage more deeply. We’ve seen the energy that
emerges when employees are given space to
discover something new, whether in a project or in
themselves. That sense of ownership and discovery
changes how people learn."
Pratik Ghosh, Forbes Marshall
"We used to believe that if we mandated credits or linked learning to
promotions, we would drive participation. But that only created
resistance. We now know that our role is not to take the horse to the
water, but to create the thirst… the thirst for learning. And this
happens by involving learners in the process from the start. When
employees help design the learning journey, they own it. Their passion,
ideas, and accountability multiply."
Nidhi Dhanju
The most forward-thinking organizations are investing in participatory design, where learners
themselves co-create the learning journeys they undertake. This approach acknowledges that
the learner is not a passive recipient but an active contributor, capable of shaping what they
learn and how they learn best. The result is more relevant programming and significantly higher
engagement.

9. This shift requires a rethinking of traditional L&D metrics. Rather than tracking hours of
participation or completion rates, organizations should be measuring the relevance, uptake, and
behavioral outcomes of learning. Pragati Leadership’s experience is that when learners are
invited to shape the agenda, they are far more likely to integrate the learning into their daily
context and to champion it among peers.
PRAGATI LEADERSHIP REPORT 2025 9
The imperative is clear: Learning
should no longer be something
employees are sent to, it must
become something they seek out.
And to achieve this, learning design
must start with listening, co-creation,
and alignment to purpose.
"We’ve been experimenting with
personalization through AI and
gamification. But what truly makes a
difference is shared ownership. At Icertis,
we follow the principle: ‘Own your career,
and own it with your manager.’ This builds
real accountability and helps align learning
with business growth."
Shwetambari Salgar, Icertis

10. Forward-looking organizations are embedding learning into the core of their strategic agenda,
ensuring that development efforts are not only aligned with business performance, but
instrumental in driving it. Increasingly, progressive companies are shifting from reactive training
models to proactive learning strategies that are grounded in the needs of the enterprise,
measurable in their outcomes, and tightly integrated into performance cycles.
This alignment demands a redefinition of L&D’s role: from content provider to capability
architect. CHROs and L&D leaders are focusing on interventions that will genuinely “shift the
needle,” tying learning investments to key business levers such as EBITDA impact, market agility,
and innovation readiness. Programs that fail to demonstrate relevance are being consciously de-
prioritized, freeing up resources to fuel those that directly contribute to organizational
transformation.
PRAGATI LEADERSHIP REPORT 2025 10
Aligning Learning With Business Priorities
Pragati Leadership echoes this approach in its practice.
In high-impact learning journeys, we work closely with
clients to identify business metrics that matter, ranging
from customer satisfaction to cross-functional
collaboration. Then we design the learning architecture
to achieve those outcomes.
"One of the first things I did in my global role was to make
sure learning goals were linked to EBITDA. That means we
say ‘no’ - a lot! If a learning request doesn’t move the
needle, it doesn’t get through. This mindset shift helped us
focus on initiatives that truly support strategy. We’re also
building accountability by empowering managers to
mentor, coach, and drive learning at scale; something
that’s proving invaluable in a global and culturally diverse
context."
Prachi Mishra, Vanderlande
At the same time, organizations are discovering that business alignment is not a one-off exercise.
It requires continuous recalibration as strategies evolve, markets shift, and technologies mature.
Learning must therefore be dynamic, flexible, and capable of responding to emerging business
signals in real time.

11. "Learning is making sure that the learner knows a
little more than they did before, and that this is
demonstrated through behavioral change. Whether
it’s AI or not, the real issue we’re all grappling with
is staying relevant. At every level - company, team,
individual - we must ask: will we still matter
tomorrow? If learning helps people imagine what
success looks like next quarter or next year, it
becomes powerful. It’s not about chasing answers,
but framing the right problems.”
Prashant KS, Ideas
While measuring the ROI on learning is important, today our focus must be to ensure that it’s
shaping capabilities that prepare the organization for what’s next.
PRAGATI LEADERSHIP REPORT 2025 11
When learning is visibly linked to enterprise-level
outcomes, it earns credibility and support. It stops
being a peripheral function and becomes a
strategic enabler of growth.

12. Leading organizations are approaching AI as enabler of insight, efficiency, and precision. AI can
automate the delivery of foundational knowledge, offer targeted nudges for behavior change and
track progress in real time. Crucially, it frees up time for facilitators and learners to focus on the
higher-order work of application, reflection, and transformation.
As AI continues to permeate every aspect of work, its integration into learning strategies
presents both opportunity and responsibility. Used wisely, AI can dramatically enhance
personalization, scalability, and measurement. But used indiscriminately, it risks reducing learning
to a mechanical exercise that is detached from context and stripped of humanity.
PRAGATI LEADERSHIP REPORT 2025 12
The Role of AI: Enhancing, Not Replacing
"As learning leaders, we need to ensure AI is used
responsibly. That means protecting confidentiality,
being intentional about the use of data, and
preserving privacy. We must move beyond
customization to true personalization so that
learning feels relevant to each person while serving
broader goals. Above all, we must track measurable
outcomes, whether it’s behavioral shifts,
performance improvements, or culture change. If
we can’t see the impact, we’re not doing it right."
Ancy Nimsha Sreenivasan, Zywave
“We’ve been exploring how to integrate AI
into our learning processes and made a
conscious decision not to cascade it
blindly. For example, when sales people
needed to learn about a new product, our
leadership team worked directly with them,
using case studies and classroom
interactions. AI helps with frameworks, but
the core of learning is still human.”
Kiran Khapre, Kirloskar Oil Engines

13. At Pragati Leadership, we advocate for AI to be contextualized and aligned with business needs
and learner realities. The most effective AI-powered learning strategies are those that stay
grounded in human outcomes: curiosity, connection, courage, and capability. These are not easily
generated by algorithms. But they can be sparked and scaled when human and machine work in
thoughtful tandem.
The strategic use of AI is also unlocking new models of individual development. From building
IDPs based on performance data to crafting learning journeys aligned to career aspirations, AI is
making learning more learner-centric. But this shift demands new capabilities both from L&D as
well as business managers. Prompt engineering, data governance, and responsible AI usage are
becoming critical skills. We hear words of caution from leaders who are observing how AI is
being adopted without adequate thought or governance.
PRAGATI LEADERSHIP REPORT 2025 13
"AI is here to stay, and it will only get more
sophisticated, but we’re seeing a worrying trend.
People now use it for even the smallest tasks. In
fact, a study showed that those who used AI to
write basic emails couldn’t recall what they’d
written just minutes later. That’s a red flag. As
learning leaders, we need to ensure that AI drives
efficiency without compromising comprehension,
critical thinking, or the ability to engage
meaningfully with the content we create."
Sanyukta Das, Gruve.ai
“We’ve been exploring how to integrate AI into our
learning processes and made a conscious decision
not to cascade it blindly. For example, when sales
people needed to learn about a new product, our
leadership team worked directly with them, using
case studies and classroom interactions. AI helps
with frameworks, but the core of learning is still
human.”
Rachna Sirohi, Yardi Software

14. Pragati Leadership has observed this need amongst learners and is working on matching
initiatives. Designed to meet learners where they are, it delivers short, practical, and purposeful
learning nudges that can be applied directly on the job, whether between meetings, work breaks,
or at critical decision points. This reflects a shift from episodic training to continuous capability
building embedded within everyday workflows.
This is a response to practical constraints and changing learner preferences. Time-strapped
professionals need access to development resources that are relevant, accessible, and
immediately applicable. Bite-sized learning, contextual coaching, peer feedback loops, and
stretch assignments are replacing traditional formats as vehicles for capability building.
For learning to be effective and enduring, it must be integrated into the rhythms of everyday
work and not isolated in one-off events. The most impactful organizations are reshaping how
learning is delivered by aligning it with daily operations, enabling employees to learn
continuously without stepping outside their workflow.
PRAGATI LEADERSHIP REPORT 2025 14
Embedding Learning into the Flow of Work
“We now focus on embedding learning into the daily
rhythm of work. That includes learning in the flow of
work, during natural breaks, and through on-
demand, bite-sized experiences. This approach
supports relevance, retention, and sustained
engagement.”
Swati Valsangkar, Atos
“We’ve adopted the well-known 70-20-10
model for learning, but with a distinct twist.
The 10 is now bite-sized and digital; the 20 is
peer-driven; and the 70 is experiential and
embedded in projects. That’s how we build a
culture of learning, not just a calendar of
training.”
Rohan Athale, Sudarshan Chemicals

15. This evolution also extends the definition of who supports learning. It’s no longer just the L&D
function or the line manager. It’s the project sponsor, the peer coach, the community of practice.
It’s every touchpoint where feedback, reflection, or experimentation happens.
Pragati Leadership promotes this integrated view through its emphasis on experiential design.
Programs are increasingly structured around real business challenges, where learning is applied,
observed, and refined over time. Reflection journals, pulse check-ins, and learning communities
sustain the momentum long after the formal intervention has ended.
PRAGATI LEADERSHIP REPORT 2025 15
Embedding learning into the flow of work also
requires rethinking measurement.
Organizations must look beyond completion
metrics to assess how learning contributes to
agility, quality, collaboration, and innovation on
the job. When learning becomes inseparable
from work, it ceases to be an initiative and
becomes a culture.

16. Drawing on the rich experiences shared by senior learning leaders and our own work across
diverse organizational contexts, we offer the following considerations for evolving learning
modalities:
Reframe Learning Around Behavior
As organizations are exploring ways to shift from knowledge transfer to sustained behavior
change, this may involve combining digital access with structured human interaction, and
creating spaces for feedback, reflection, and experimentation.
Invite Learners to Co-Own Their Growth
When learning is positioned as a personal and purposeful journey, rather than a compliance
activity, it tends to generate deeper engagement. Encouraging exploration, inquiry, and
curiosity can help learners discover relevance for themselves.
Use Blended Learning Thoughtfully
Blended learning continues to be a practical model, but its impact depends on thoughtful
orchestration. Leaders are experimenting with how best to sequence digital, social, and in-
person elements to balance reach with depth.
Embed Learning in the Flow of Work
Several organizations are finding value in small, contextual learning nudges delivered at the
point of application - during meetings, project reviews, or even work breaks. This may
require a shift from scheduling learning to enabling it continuously.
PRAGATI LEADERSHIP REPORT 2025 16
Pragati Leadership Perspectives on the Future of
Learning

17. Align Learning With Business Goals
To remain relevant, learning teams are looking at real business priorities, be it innovation,
speed, quality, or collaboration, and exploring how development efforts can support these
shifts.
Adopt AI to Personalize, But Keep the Human at the Center
While AI is being explored for its ability to customize learning experiences and save time,
leaders caution against over-reliance. There is growing recognition that critical thinking,
creativity, and empathy must remain core to any learning culture.
Think in Terms of Ecosystems, Not Events
Sustained capability development appears to be more effective when learning is part of a
broader ecosystem - supported by leadership, peer learning, coaching, and shared language.
The shift is from isolated events to continuous influence.
Empower People Leaders to Model and Multiply Learning
People managers and internal champions often play a pivotal role in reinforcing new
behaviors. Enabling them with facilitation tools, coaching skills, and regular reflection formats
can create ripple effects across teams.
Revisit Metrics: From Participation to Meaningful Change
Some learning leaders are rethinking what success looks like - not just in terms of
attendance, but in sustained behavior shifts, team dynamics, and performance outcomes.
This may involve a blend of qualitative and quantitative signals.
Create Conditions for Psychological Safety and Authentic Dialogue
Learning accelerates when people feel safe to ask questions, make mistakes, and share
honest feedback. Whether in virtual or physical settings, psychological safety continues to be
a foundational enabler of deep learning.
PRAGATI LEADERSHIP REPORT 2025 17

18. Organizations today are reimagining learning as a dynamic, purpose-led engine of growth. The
most effective approaches are not bound by format or frequency, they are grounded in strategy,
culture, and the lived experiences of learners. As this report illustrates, the most successful
organizations are not chasing trends in technology or delivery formats. They are startingwith a
sharp understanding of learner needs, business imperatives, and the capabilities required to
thrive in complexity.
What emerges is a clear shift: from episodic training to continuous learning; from content
delivery to capability cultivation; from mandate to motivation. This demands a fundamental
redesign of how we think about learning; anchoring it in context, co-creation, and lived
experience.
The voices featured throughout this report point to a common insight: learning that transforms
begins with connection. Whether through peer dialogue, experiential design, or reflective
practice, real growth happens when learners feel seen, challenged, and supported. This is the
space where leadership competencies take root, where AI adds value without erasing nuance,
and where strategic priorities meet human development.
Pragati Leadership believes that organizations must now act as architects of ecosystems,
enabling learning to happen everywhere, for everyone, all the time. This includes:
Creating psychological safety and open dialogue across hierarchies
Designing learning journeys that are adaptive, participatory, and impact-linked
Empowering leaders to model learning and facilitate capability growth
Using technology with discernment to scale reach, not to dilute relevance
Ultimately, the goal is not just to educate but to empower; not just to transfer knowledge but to
transform behavior. In a world of constant disruption, this is how organizations stay resilient.
This is how individuals stay inspired. And this is how learning becomes the engine of collective
success.
PRAGATI LEADERSHIP REPORT 2025 18
Conclusion: Designing for Relevance, Impact, and
Human Potential

19. CASE STUDY 11
Pragati Leadership offers impactful and customized learning journeys to
organizations aspiring to achieve breakthrough results, and thrive sustainably,
As your leadership development partner, we assure you of proven
methodologies and experts trusted across the industry.
www.pragatileadership.com
[email protected]
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