Our range of solutions are customised to your business needs, incorporating some or all of our learning tools and resources. Click the icons below to find out more about what we can do for you.
How we deliver it
Our learning approach enables your people to take part in engaging learning journeys that ultimately help them do their job better. 
Rooted in the belief that we learn best when discussing new ideas with like-minded people, our programmes include:• bite-sized learning resources designed to prompt debate and spark creativity• virtual and face-to-face workshops so learners can meet the subject matter experts, experience the learning via real-life problems and challenges, and practice new behaviours, tools and techniques• social learning from start to finish, encouraging learners to contribute, share and rate their own views and content via live video capture and online chatSo whether your people need to understand how to model a financial investment, how your clients determine financial risk and make decisions, or you want to generate increased client value and loyalty through better relationship management, our programmes will inspire them to change the way they achieve success.And, if you need it, we can analyse data on all of the above, providing relevant metrics to demonstrate ROI.
Blended Learning
Optimise your learning approach
Blended Learning
Blended learning is the foundation for all of our programmes. We combine the perfect blend of formal, informal, online and classroom techniques to increase your employees’ knowledge retention. Our technology enables social learning communities, encouraging collaboration across teams and business units.
Working closely with key stakeholders and line managers, we will design an engaging programme to help your employees gain a comprehensive, multi-faceted understanding of key topics, develop technical skills, and achieve your specific business goals.We can offer a number of learning environments and methods so your people can develop their product, technical and behavioural skills from every angle.These include:• Face-to-face and/or virtual workshops• Social, mobile, and just-in-time learning• Assignments and group exercises• Testing and reporting• On-the-job application
Graduate Programmes
Give your future leaders the best possible start
Graduate Programmes
Our completely customised Graduate Programmes provide an engaging learning journey that is specifically designed to help graduates quickly understand how your organisation works and what’s expected of them, whilst developing the professional skills, commercial awareness, and product knowledge to immediately deliver results.
Working closely with line managers and business representatives, we begin with a strong understanding of your systems, processes, organisational structure, and terminology. From there, we develop and deliver practical learning that reflects the way you do business and incorporates a range of real-time, on-the-job scenarios, providing the knowledge and skills your graduates’ need to succeed in their formative years at your organisation.We provide regular analysis and feedback throughout the graduate programme so you can monitor their progress, such as:• test and simulation results• progress in relationship building and networking• signalling where participant understanding is below par • recommending further development to raise understanding to the required levels• indications where they should be placed as they leave the programme
Talent Development
Accelerate the development and progression of your top performers
Talent Development
Our Talent Development programmes are designed to help you build a pipeline of engaged, motivated leaders that promote your unique culture as they drive organisational change.
With a strong understanding of your culture and strategic objectives, we work closely with you to identify your leadership behaviours and determine the characteristics and skills that define high potential talent. We will then design a bespoke approach with the right mix of learning and development events to support your rising talent; from facilitated real-time projects and coaching on-the-job, to workshops and online learning.Our Talent Development programmes will help your people develop leadership capability, drive high performance, and achieve their personal goals. We can also provide data and analysis to help you identify capability gaps and support key talent decisions.
Simulations
State-of-the-art simulations for your skills development
Simulations
Simulations provide an invaluable opportunity to experience what it’s really like to work in a team or functional area. With simulations, your employees get the chance to learn how products drive profit, experience real-life situations, and empathise with the pressures their colleagues in other departments face.
Working closely with key stakeholders and line managers, we will determine the best way to integrate online simulations into face-to-face workshops or as part of a wider blended learning solution.We will provide you with performance data on how your people work and make decisions under pressure, as well as insight into ongoing development requirements back at the desk to optimise performance and maximise profits.
Virtual Classrooms
Remove the hassle of additional costs and travel
Virtual Classrooms
Our Virtual Classrooms allow you to access a simple, convenient, and reliable digital learning environment where participants in different locations can actively engage in content and course materials.
We use collaboration and conference tools that make it simple for your employees to engage and participate from any location with any device.They provide an excellent opportunity for your people to experience what it’s like to work virtually whilst developing their knowledge and skillset accordingly.
Social Learning
Discuss what you’re learning and contribute relevant content
Social Learning
Social Learning allows you to create informal networks with like-minded learners. Wherever they are, it inspires your people to upload content, share knowledge and collaborate online.
Our facilitators will work with you to find the right way to engage your learning communities and drive continuous development. Examples include discussion prompts, leader boards, and other incentives – all of which encourage ongoing knowledge sharing outside of the classroom environment.
Learning Needs Analysis
Pinpoint the skills you need across a wide range of roles
Learning Needs Analysis
Conducting a learning needs analysis (LNA) helps you to develop your people and organisational capability. 
Working with key stakeholders, line managers, and employees, we use a combination of approaches including one-to-one interviews, focus groups, role analysis, and questionnaires to identify your short, medium and long-term learning needs.At the beginning of the process, we’ll consult with you to understand your strategy, the factors impacting your success, and any associated challenges. We’ll analyse the results of this consultation to identify skills, knowledge and behavioural gaps and then align learning and development activity to fill these gaps. Following this, if required, we use this data to create departmental learning pathways linked to organisational, team and individual role objectives.At each stage, you will be presented with a report that presents key trends and findings from the analysis, the priority order of learning and development activity and recommended solutions.
Academies
Stay ahead of the competition by attracting and retaining the right people
Academies
We work with you to create a single destination for your people to get up to speed with what’s going on in your business and take ownership of their careers.
Consulting with you to get under the skin of your organisation, we develop and build a strategic vehicle customised to your corporate culture and business objectives that:• disseminates key knowledge about the future direction of the business• identifies knowledge, skills and behavioural gaps to help you achieve your vision• aligns learning to those gaps and your future needs• creates a learning ecosystem with a unique curriculum and optimal blend of learning experiences
Demonstrating ROI
Derive business insight from your learning data
Demonstrating ROI
When co-creating learning programmes we start with the end in mind. It’s important to us that you feel you have invested wisely and that your people’s time engaged in learning is well spent.
Together, we establish what success will look like for your business, identifying what you want your people to do, think and feel differently following their learning programme. From here, we define specific KPIs, learning outcomes and key metrics to determine the true business impact of the learning back at the desk.This leads to the design of purposeful, impactful and performance-driven blended learning experiences, for which all learning activity can be recorded. The data can be cut,analysed and presented in various ways to tell you exactly what you need to know about the return made on your investment.

JK Rowling asked Twitter to explain bitcoin to her, and was bombarded by replies – including from Elon Musk.
Rowling ultimately gave up engaging with the topic, a decision Musk supported.
In the process, he took a swipe at conventional central banks, which he said had undermined their credibility and made even bitcoin “look solid by comparison.”
Banks like the Federal Reserve and European Central Bank have pumped trillions of dollars into the global economy via quantitative easing programs.
Many of these have been expanded in an attempt to mitigate the economic fallout of the coronavirus pandemic.
Visit Business Insider’s homepage for more stories.
Elon Musk intervened in a Twitter thread to attempt to explain bitcoin to J.K. Rowling, and ended up attacking central banks whom he said made the cryptocurrency “look solid by comparison.”
Musk chimed in after Rowling, the author of the Harry Potter novels, was bombarded by replies after tweeting: “I don’t understand bitcoin. Please explain it to me.”
I don’t understand bitcoin. Please explain it to me.
— J.K. Rowling (@jk_rowling) May 15, 2020
Bitcoin advocates and skeptics then rushed to explain the cryptocurrency – a financial asset which exists solely in digital form.
Unlike traditional currencies, it is not tied to a central bank controlled by a government, and instead is regulated by complicated mathematics and a public log – called a blockchain – of all transactions.
Its value has ballooned since its creation. According to Markets Insider data, a single Bitcoin was worth almost $20,000 in December 2017. Its price at the time of writing was around $9,410.
Despite lofty predictions by its advocates, it has not found widespread use.
Rowling eventually gave up trying to understand bitcoin, posting a tweet that implied that she was no longer interested.
People are now explaining Bitcoin to me, and honestly, it’s blah blah blah collectibles (My Little Pony?) blah blah blah computers (got one of those) blah blah blah crypto (sounds creepy) blah blah blah understand the risk (I don’t, though.)
— J.K. Rowling (@jk_rowling) May 15, 2020
Musk responded essentially agreeing with her, but taking a swipe at the behavior of traditional central bankers in the process.
Pretty much, although massive currency issuance by govt central banks is making Bitcoin Internet ???? money look solid by comparison
— Elon Musk (@elonmusk) May 15, 2020
Musk said that central banks – like the Federal Reserve, European Central Bank, Bank of Japan, and Bank of England – made bitcoin “look solid by comparison” because of their recent behavior.
Since the financial crisis in 2008, banks embarked on a huge program of “quantitative easing” – essentially pumping vast sums into the economy – to prevent the collapse of the economy.
It also left interest rates at historic lows and, critics say, has distorted financial markets in ways we are yet to understand fully.
Many banks have renewed their easing programs in light of the coronavirus pandemic. A report in late April by Fitch Ratings said that central banks around the world had already committed to $6 trillion worth of easing programs.

We develop bespoke learning experiences with the perfect blend of technologies and techniques to help you succeed.
An organisation’s ability to continuously learn and evolve rapidly is the ultimate competitive advantage. To achieve your strategic goals, it is essential to invest in next generation learning experiences that are tailored to your organisation’s needs and challenges and use an optimised blend of learning technologies and techniques.That’s where we come in. Our long-established background in corporate learning and position within the Euromoney Group enables us to design and deliver bespoke learning programmes that blend next generation learning technologies and techniques in a way that drives performance and inspires a culture of lifelong learning.
A global provider of training across all areas of finance and leadership development, we work with a team of 130 world-class experts to deliver practical, personal, and ROI-driven learning experiences. With substantial experience designing and developing completely customised, blended learning programmes for all levels of seniority, from Boardroom to front line, we have worked with 95% of the world’s top corporate and investment banks to deliver state-of-the-art training to more than 60,000 professionals in the last 5 years in more than 80 countries around the world.
 
What we do
Our learning approach enables your people to take part in engaging learning journeys that ultimately help them do their job better.   
Rooted in the belief that we learn best when discussing new ideas with like-minded people, our programmes include:
bite-sized learning resources designed to prompt debate and spark creativity
virtual and face-to-face workshops so learners can meet the subject matter experts, experience the learning via real-life problems and challenges,  and practice new behaviours, tools and techniques
social learning from start to finish, encouraging learners to contribute, share and rate their own views and content via live video capture and online chat
So whether your people need to understand how to model a financial investment, how your clients determine financial risk and make decisions, or you want to generate increased client value and loyalty through better relationship management,  our programmes will inspire them to change the way they achieve success.  And, if you need it, we can analyse data on all of the above, providing relevant metrics to demonstrate ROI
 
Your biggest challenges, solved
Engage the workforce in lifelong learning and the pursuit for proficiency
Gain a global perspective on new trends, policies, and regulation
Measure the impact of learning on business outcomes
Reduce the time it takes new recruits to become competent in the workplace
Provide private social learning communities to spread knowledge and learning across teams, functions, and offices 
Remove the barriers to continuous learning with ongoing support and access to expert instructors
 
Our People
We are a fun and friendly team of people who like to adopt a collaborative approach that puts the customer first in everything that we do. We strive to be seen as an extension of our clients’ L&D departments by developing meaningful relationships with all relevant stakeholders and delivering a consistent, outstanding service that earns their trust. 
We are proud to be a global business. Our people are based in 4 offices around the world and speak more than 10 languages combined, and we leverage communication and social learning technologies internally to facilitate knowledge sharing and cross-departmental collaboration when required.
 
 

Brian Armstrong the Coinbase CEO, has joined the list of cryptocurrency executives who prefer to leverage their own blogs and platforms to distribute information to the media, as opposed to direct contact with any journalists.
Coinbase CEO, Brian Armstrong noted in a tweet that company leaders seem increasingly unwilling to engage with the mainstream media and prefer to use social media platforms like Youtube, Twitter, and their own blogs.

Trend I’m noticing: most execs/CEOs don’t want to speak with mainstream media as much as they did even a few years ago. Our customers are on YouTube/podcasts/social media – not reading mainstream media. And companies are able to control their own distribution channels.
— Brian Armstrong (@brian_armstrong) May 21, 2020
Coinbase CEO Circumvents Mainstream Media
According to the tweet discussion, Armstrong does believe that there are credible journalists in the media and that mainstream mediums still fulfill ‘an important role in society’. However, he asserts that he believes the best strategy is to build a network of a handful of respected journalists and use modern social platforms the majority of the time.
Armstrong weighed the value of going on a national TV program to promote his site, which he claims may generate 100 or so visitors; versus specialist tech publications which tend to drive traffic into the thousands.
Armstrong Not Alone as Crypto CEOs Show Support
Armstrong’s post did instigate a small discussion on Twitter regarding how other cryptocurrency executives and CEOs try to navigate the world of journalism and media communications.
Kraken’s co-founder Jesse Powell was onboard with Armstrong suggesting that too many journalists are out for a sensational click-bait headline. Powell said, “It’s a high risk, low reward relative to publishing your own content or doing a live podcast/video, which can’t be distorted.”
In contrast Catherine Coley, the CEO of Binance.US responded to the tweet in support of the ‘amazing storyteller’ in the mainstream media. 
 I actually believe in the press and how important it is. Yes, we can speak directly to current users now, but for advancing the industry it’s more about telling stories through amazing storytellers. We will continue to support them, especially our fearless crypto reporters.
— Catherine Coley (@cryptocoley) May 21, 2020
Image via TechCrunch

How to get the best from your Data: Enterprise Value, Strategy and OrganisationData is ubiquitous. Organsiations generate millions of units of data every day. It costs money to create, store and dispose of. There are risks with its custody, it can be a critical determinant in the success or otherwise of a business, and it can be stolen or amended with ease, in some cases without anyone’s knowledge. And interestingly ownership of this critical business asset is not always clearly defined. Businesses are focused on their quarterly targets, and IT is focused on running technology.  For some organisations, ownership, and importantly, maximal leverage of data is either undefined or an abstract responsibility. In the worst case this responsibility only crystallises when there is some kind of breach. The role of the Chief Data Officer is emerging as a champion, albeit to date these remain very much first generation roles, with organisations still testing the ground and opportunities here. Nonetheless, the Chief Data Strategy, Organisation and Monetisation Officer, will be the main protagonist in the next wave of lean organisations emerging from the fourth industrial organisation. 5G, the Internet of Things, wearables, machine learning and AI will demand new strategies for the way data is understood, managed, valued and leveraged. Direct leverage of the mass of data an organisation holds is complicated by legacy IT systems, butting up against new technologies such as cloud, with organisational inertia further impeding the adoption of newer catalysing technologies, such as machine learning. All of this is further compounded the distinctions between data associated with the individual, and the attendant issues associated with privacy, such as GDPR, as well distinguishing between primary and secondary data, and the opportunities associated with other types of data, such as machine, environment and social. Start up organisations have the benefit of a blank sheet of paper, their IT being lean and agile, with direct, on demand access to these new technologies. And with barriers to enter traditional markets lower than ever, especially financial services, the threat of disintermediation through the explosion of connectivity and data is more real than ever. This course will enable delegates to:- Understand the principles of IT and Data, current and the future- Understand how data are generated for different types of organisations – The Data Footprint- Create a data strategy, both operational and value generative- Identify and value data as assets, primary and secondary data- Review data generating processes, assess efficiencies and find alernatives- Understand data market places to source and place data- Understand the legal issues associated with data all types from people through to machines- Build governance and data management frameworks The course is designed to present content, develop strategic data skills and develop them in a safe environment. It is based on real life case studies of how data has been used to build excellent businesses. The course is broken down into the modules below: Module 1What does the world of data and technology look like?Where is the data in an organisation?Mapping and organising data within Organisations Mapping and organising data within OrganisationsData Evils – spreadsheets/e-mail/paperPrinciples of Good Data StrategyMoving Data and Securing DataData Assets, their Classifcation – Opportunities and RisksKnowledge Graphs and Wardley Maps – Data flowing across the OrganisationPrimary Data and Secondary DataData Services – Internal and ExternalData Categories – Static, Transactional, Reference, Meta, Dynamic vs. StaticModule 2Valuing DataLeveraging Data Sets – Current Business, New Business, Adjacent BusinessData MarketsTooling – Analytics, Transfer, IngestModule 3A Data Strategy – Governance, People, Organisation, ToolingLegislationCyber SecurityCompliance and Permitted UseCase Studies  

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Representations of virtual currency Bitcoin and U.S. dollar banknotes are seen in this picture illustration
source
Reuters
An investor in cryptocurrency hedge funds saw nearly 99% of a $250,000 investment wiped out after his chosen fund collapsed during the market meltdown.
“I don’t really know what happened,” Vlad Matveev told the Financial Times.
Matveev detailed Cryptolab Capital’s explanation in a Medium blog post: the fund took a leveraged position in March, and a lack of liquidity and rejection of sell orders stopped it from pulling out when crypto prices tanked.
Crypto hedge funds lost an average of 26% in March, while traditional hedge funds lost about 8%, the Financial Times said, citing HFR data.
Visit Business Insider’s homepage for more stories.
An investor handed $250,000 to a cryptocurrency hedge fund last summer. His investment shed almost 99% of its value during the coronavirus sell-off in March, he told the Financial Times.
“I don’t really know what happened,” Vlad Matveev told the newspaper. “They said they had a diversified set of strategies.”
Read more: RBC handpicks 8 tech stocks that could continue to grow revenues during the crisis and are built like ‘rocket ships’ for the next boom
Matveev outlined Cryptolab Capital’s explanation of what happened in a Medium blog post in late March.
The fund’s algorithm plowed an amount equal to three times its managed assets into XBTUSD, a leveraged trading product that allows investors to speculate on the bitcoin-dollar exchange rate, Matveev said, citing the fund’s managers.
When the market plunged, the managers tried to reduce their position but were thwarted by a lack of liquidity and their sell orders being rejected, Matveev continued. The crypto exchange ultimately auto-liquidated all positions on March 12, he added.
Cryptolab Capital didn’t immediately respond to a request for comment from Markets Insider.
Read more: The investment chief of a $12 billion wealth-management firm breaks down how to build the perfect portfolio using just 7 ETFs – one designed to sidestep a dramatically ‘overvalued’ stock market
Many crypto funds were caught off guard when bitcoin and other cryptocurrencies tumbled by more than a third in mid-March. The funds lost an average of 26% that month, their second-worst monthly loss since at least 2015, the Financial Times said, citing data from hedge-fund researcher HFR.
“It’s an understatement to say it’s a bloodbath across the board,” Eduoard Hindi, partner at Tyr Capital, told the newspaper.
Crypto funds trailed conventional hedge funds in March, as the latter lost an average of 8.4%, the Financial Times reported.
However, bitcoin and other cryptocurrencies have rallied strongly since then. As a result, crypto funds are up more than 13% this year, the newspaper said, striking a sharp contrast to average losses of almost 7% for the broader hedge-fund industry.