3 tips for building the right content strategy
So, you’ve got your eye on your next big technological investment. From afar, it appears to be the silver bullet that’s going to elevate your organization’s learning. What’s your plan for this new tool? In other words, what exactly will people gain, and how?When it comes to creating effective digital learning experiences, technology plays a key role — and so does content. Here are three ways to rethink content strategy and maximize the potential of your learning technology.
- Organize your content architecture in terms of journeys, not eventsSingle event-based learning, though familiar to employees, opposes the brain’s preferred processes. Because true learning takes time, it’s critical to design learning journeys, not events. After all, in a self-paced, digital learning environment, the “classroom” can be anywhere, and open at any time.Think about how frequently you interact with your smartphone – for how many times per week, and for how long during each session. Digital consumption habits provide the optimal structure for a learning program, marked by brevity and continuity.Leverage technology to consider the context surrounding your content, its timeliness, and the moments when learning becomes performance. Rather than dumping information on a quarterly or yearly basis, transform your content strategy to support ongoing learning journeys, thereby promoting retention and a culture of learning.
- Focus on the experience, not the functionalityWhen you’re working with technology, it’s easy to become caught up in its features. However, focusing on new functionalities can hinder your content design by leading, rather than enabling, your thinking.Start with a list of “dos” and “don’ts,” and grow from there. For example, make meaningful use of discussion board features, or social media links – don’t include any gamification trivialities not grounded in human motivation, and avoid inessential use of omnipresent leaderboard functions. Do develop a content guide detailing the technology’s different functionalities. Vet functionalities that you want to use against the experience you are trying to create, ensuring people use your platform to reach their goals.
- Craft digital-first experiencesMost e-learning courses follow the same linear slide structure because they emerged during the era of e-learning “digitalization,” when converting legacy PowerPoint presentations into e-learning courses was all the rage. This approach, the hallmark of digital learning for decades, is hardly an exemplar educational experience. Thankfully, the digital landscape has changed tremendously since then, and the time is now to question and revise those old ways of learning.Reimagine your content in a digital landscape, resisting the temptation to port legacy materials from static learning events (e.g., PowerPoint presentations and reference binders), replicating the same learning experience. Yes, microlearning is the (controversial) mantra these days, but it means more than reducing legacy materials by half -- today’s learner is accustomed to digital experiences akin to those of consumer apps. Harness such technologies to achieve educational experiences you can’t offline, working with a now-requisite, digital-first mentality.
New learning technologies enable you to create modern digital experiences, but make sure your content strategy receives as much thought as your tool of choice. A well-designed content strategy makes all the difference in facilitating and sustaining a culture of digital learning for analog achievement.
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From top-down to judgment all around: The AI imperative for organizations
Each business revolution has reshaped not only how businesses operate, but how they organize themselves and empower their people. From the industrial age to the information era, and now into the age of artificial intelligence, technology has always brought with it a reconfiguration of authority, capability, and judgment.
In the 19th century, industrialization centralized work and knowledge. The factory system required hierarchical structures where strategy, information, and decision-making were concentrated at the top. Managers at the apex made tradeoffs for the greater good of the enterprise because they were the only ones with access to the full picture.
Then came the information economy. With it came the distribution of information and a need for more agile, team-based structures. Cross-functional collaboration and customer proximity became competitive necessities. Organizations flattened, experimented with matrix models, and pushed decision-making closer to where problems were being solved. What had once been the purview of a select few, judgment, strategic tradeoffs, and insight became expected competencies for managers and team leads across the enterprise.
Now, AI is changing the game again. But this time, it’s not just about access to data. It’s about access to intelligence.
Generative AI democratizes access not only to information, but to intelligent output. That shifts the burden for humans from producing insights to evaluating them. Judgment, which was long the domain of a few executives, must now become a baseline competency for the many across the organization.
But here’s the paradox: while AI extends our capacity for intelligence, discernment, the human ability to weigh context, values, and consequence, is still best left in the hands of human leaders. As organizations begin to automate early-career work, they may inadvertently erase the very pathways and opportunities by which judgment was built.
Why judgment matters more than ever
Deloitte’s 2023 Human Capital Trends survey found that 85% of leaders believe independent decision-making is more important than ever, but only 26% say they’re ready to support it. That shortfall threatens to neutralize the very productivity gains AI promises.
If employees can’t question, challenge, or contextualize AI’s output, then intelligent tools become dangerous shortcuts. The organization stalls, not from a lack of answers, but from a lack of sense-making.
What organizations must do
To stay competitive, organizations must shift from simply adopting AI to designing AI-aware ways of working:
- Build new learning paths for judgment development. As AI replaces easily systematized tasks, companies must replace lost learning experiences with mentorship, simulations, and intentional development planning.
- Design workflows that require human input. Treat AI as a co-pilot, not an autopilot. Embed review checkpoints and tradeoff discussions. Just as innovation processes have stage gates, so should AI analyses.
- Make judgment measurable. Assess and develop decision-making under ambiguity from entry-level roles onward. Research shows the best learning strategy for this is high-fidelity simulations.
- Start earlier. Leadership development must begin far earlier in career paths, because judgment, not just knowledge, is the new differentiator.
What’s emerging is not just a flatter hierarchy, but a more distributed sense of judgment responsibility. To thrive, organizations must prepare their people not to outthink AI, but to out-judge it.
BTS acquires Nexo to strengthen its position in Brazil and Latin America
P R E S S R E L E A S E
Stockholm, May 5, 2025
STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Nexo Pesquisa e Consultoria Ltda., Nexo, a boutique consulting firm headquartered in São Paulo, Brazil.
Nexo has been growing continuously since it was founded in 2017. With revenues of approximately 12 million Brazilian Reales (approx. 2.1 million USD) in 2024, and a highly capable team of 21 members, Nexo has built a strong reputation for delivering transformative projects in strategy, innovation, leadership, and culture.
Nexo collaborates with a great portfolio of clients across sectors such as financial services, consumer goods, and technology, assisting both local and global companies in navigating uncertainty, unlocking creativity, and activating strategy through people. Their work encompasses culture transformation, leadership development, employer value proposition, innovation culture, and vision alignment – supported by proprietary methodologies and frameworks.
BTS currently operates in Brazil servicing both local and multinational clients with a team of 13 employees. By acquiring Nexo, BTS not only increases the Group’s footprint in Brazil but also adds significant capabilities in culture and transformation services. Nexo’s client base has limited overlap with BTS, creating strong growth potential and synergy opportunities.
“Nexo is known for helping leaders and organizations tackle some of the most complex, human-centered challenges with creativity, empathy, and strategic clarity and the Nexo team is loved by their clients,” says Philios Andreou, Deputy CEO of BTS Group and President of the Other Markets Unit. “Their products and services complement and elevate our existing offerings, especially in culture transformation, and we are thrilled to welcome the Nexo team to BTS.”
“We’re excited to join BTS. We’ve long admired BTS’s approach and unique portfolio to support large organizations and leaders in connecting strategy with culture across the organization,” says Andreas Auerbach, co founder of Nexo. “Becoming part of BTS, allows us to scale our impact and bring more value to our clients while staying true to our values and culture,” adds Mariana Lage Andrade, co-founder of Nexo.
Upon completion of the transaction, Nexo’s business and organization will merge with BTS Brazil. Nexo’s founders will assume senior management roles in the joint operation.
The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2026 and 2028, provided Nexo meets specific performance targets. A limited portion of any such additional purchase price considerations will be paid in newly issued BTS shares. The transaction is effective immediately.
BTS’s acquisition strategy continues to focus on broadening our service portfolio, expanding our geographic reach, and enhancing our capabilities to support future organic growth in a fragmented market.
For more information, please contact:
Philios Andreou
Deputy CEO
BTS Group AB
philios.andreou@bts.com
Michael Wallin
Head of investor relations
BTS Group AB
michael.wallin@bts.com
+46-8-587 070 02
+46-708-78 80 19
High-performing teaming
Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.
When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.