It is not that I think this is wrong, but that like any advocacy activity it must obey a coherent process of strategic planning. Let's ask ourselves a few questions, just to start: do our training programs obey a structured plan that establishes dates, attendees, topics and so on? Have we done the studies leading to measure the impact of these programs on sales? Have we studied the market to find out how it has responded to education?
But there are other risks to be taken within the disorganized educational wave. Just to cite one and not go beyond what is due, it is worth mentioning the deterioration of the information given to students. You can tell me that this topic is technical and that it is not part of a formal education structure, but still seminars or courses endorsed by renowned organizations must be taught, in order to standardize a market, because if everyone imparts their knowledge it is possible that we also end up massifying doubt and error.
Perhaps for this reason I consider of great value the initiatives of companies such as WINGS, CASEL, AVES and ASIS, among others, which are concerned with developing programs by the hand of experts, creating true educational sequences. I am increasingly convinced of the importance of developing such programs in partnership with these entities, as it is one of the few ways to guarantee homogeneous training without different interpretations.
Seriously. Attention should be paid to that of starting to measure the courses and training programs that we implement, because in the end they are efforts and investments that our companies make, and I do not know how far it is good to maintain them, if in the medium term they do not offer an identifiable return. Again, the idea is not to curb these practices, but to start rationalizing why we do them.
