How has Covid-19 affected demand for executive education?
At first there was a substantial drop-off while clients adjusted and tried to understand the economic implications of Covid-19. Once we demonstrated we had proven remote-delivery concepts in place, the uptake improved.
Some industries were hit hard and, where we could, we set aside legal penalties to demonstrate our desire to support them. Some businesses will take a long time to recover — if they survive at all. As a result, we will need to tighten our own belts and be flexible and sensitive to demand fluctuations.
Do clients have their own assumptions about their post-Covid-19 challenges or are they relying on you for advice?
Each company has its own way of working and learning. Whether remote, face-to-face or online teaching will work for them and their people depends on their Covid working model.
People love face-to-face learning, for good reason. It provides a different outcome and is more of a shared experience. However, the costing model for remote learning has really delivered, and many companies will realise they can stretch their executive education spending by cutting out travel and accommodation costs.
Our guidance will come in the form of finding innovative ways to replicate the experience without reintroducing unnecessary costs.
How hard has it been to change your teaching methods?
In this pandemic, we have all been dragged to a new place. It has provided a kick in the seat of our collective pants
— Chris van der Hoven
We transitioned all our 2020 programmes from face-to-face to remote learning within 10 days of the lockdown announcement in March. This mode of learning has been widely adopted by clients and this has been an unexpected blessing.
When "normality" returns, we will once again host premium face-to-face engagements. However, we will not lose the cost and convenience benefits that have caused new clients to embrace our offerings.
We think there will always be a desire to interact face to face because learning is not always just about what happens in class. However, having been forced by Covid-19 to test alternative modes, clients are better placed to make informed decisions.
When the Covid-19 crisis is over, will companies return to old training habits or adopt new methods?
Where a business sees a big drop in demand because of Covid-19, it will immediately cut back on perceived discretionary spending. For example, to control working capital, it might outsource things like the learning management system and in-house learning services.
Others may have the financial muscle to ramp up their in-house learning capability — particularly around statutory compliance-type programmes.
In established companies, there is sometimes a cycle that shifts between in-house learning and outsourcing and partnering. The pendulum swings back and forth over time in a predictable rhythm — unless it is interrupted by a shock such as Covid-19.
Companies suffering short-term pain in a crisis will need to prioritise budgets that are essential to keeping the business going and servicing customers.
Are business schools too steeped in traditional business to offer clients out-of-the-box ideas required to thrive in the post-Covid environment?
Ironically, the mindset of the "traditional" business school is reinforced by the learning and development departments of big companies. In this pandemic, we have all been dragged to a new place. It has provided a kick in the seat of our collective pants. The historical custodians of the "right way" have been forced to pilot alternatives and been pleasantly surprised.
Some doubters will always remain, but the genie is out of the bottle on the client side and they will have the last word about their preferred future.
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