News last month revealed that PwC China’s $140 million training campus project has been put on indefinite hold. The campus, designed to promote “building trust in leadership,” was ironically derailed by PwC’s own leadership failures as the auditor for Evergrande, the Chinese real estate giant whose collapse briefly shook global markets. It raises an important question: Are grand corporate learning initiatives like this simply vanity projects?
The Classic Corporate Training Campus
I’ve been to a few training campuses in my time. Some are well known through the industry; GE’s Crotonville (RIP), McDonalds HamburgerU. My favourite campus is probably at the University of San Diego, where the Joan B. Kroc Institute for Peace & Justice gives vast views over the pacific ocean, whilst you contemplate negotiating a ceasefire (or more commonly, take a class on Supply Chain Management). These environments are certainly impressive, but do they actually enhance learning, or are they designed more for show?
My earliest exposure to corporate training was through my father’s job at National Westminster Bank’s Heythrop Park. It wasn’t just a training centre; it was a 400-acre estate complete with a golf course, swimming pool, and bars. Lots of bars. The lavish setting made the learning experience memorable, but looking back, I wonder if the impact of the training itself was worth the investment. Was it really necessary to deliver corporate training in such extravagant surroundings?
The Shift to Digital Learning
The COVID-19 pandemic forced a reevaluation of how corporate learning is delivered. With in-person seminars no longer feasible, companies shifted to digital platforms. I’ve written before about how training spending online vs F2F, as a percentage of budgets, hadn’t dramatically changed in the 10 years prior to the pandemic. But suddenly, face-to-face interactions were off the table, and businesses had to embrace online learning for essential training programs.
In response, we’ve seen the rise of “academies” – comprehensive training solutions for leadership, HR, and other key areas. These initiatives offer a more scalable and efficient approach to learning. However, despite the success of digital alternatives, there’s still a demand for something more elaborate. The allure of grand, in-person learning experiences hasn’t disappeared, even when the data often fails to show a strong impact on the bottom line.
The Performance vs. Experience Dilemma
Nick Shackleton-Jones’ distinction between performance consulting and experience design provides a potential framework for understanding the rationale for grand programs. In performance consulting, the focus is on giving employees the tools and resources they need to get the job done—think checklists and practical guides. In contrast, experience design is about creating memorable, emotional experiences that drive personal and professional growth.
For many organizations, there’s an internal appetite for more than just practical training. They want to create something that feels impactful – something that resonates emotionally with employees. If building a physical campus is out of reach, companies may turn to virtual campuses or high-end e-learning platforms with immersive elements like Virtual Reality or professional actors. These initiatives often come with high production costs (not quite $140m mind you…) but can be visually stunning, offering a sense of prestige.
The Vanity Project Problem
Patently, the PwC example is a bit of a nonsense at $140m. And I think it’s probably true that many large-scale corporate learning initiatives start as vanity projects. Someone with budget wants to create something impressive, not just for the benefit of the trainees but also to showcase their vision to peers and superiors. It seems likely that the PwC campus project, for example, may have originated from a desire to leave a legacy.
At first glance, this seems wasteful. Why spend millions on a physical location when an online checklist could achieve the same result? But there’s a more complex dynamic at play. While an expensive, impressive campus or multimedia learning experience might seem indulgent, it can also inspire creativity, collaboration, and deeper learning in ways that online resources simply can’t.
Spectacle and Substance
UK e-learning and media companies have become especially adept at creating high-quality multimedia content on relatively modest budgets. This has given rise to highly engaging e-learning experiences that blend practicality with a touch of Hollywood. People remember spectacles better – there’s plenty of evidence for that. So, why not push the boundaries a little if it can create a spark of imagination?
As AI-generated learning experiences become more common, there’s a temptation to suggest that these high-cost, high-impact learning programs will become obsolete. With generative AI capable of producing low-cost, automated content, there’s an expectation that corporate learning will shift even further towards efficiency and scalability. I’m sure it will.
But, as AI-generated experiences proliferate, I foresee a minor backlash. Employees and learners may crave something authentic, something that feels human-made, crafted with care and attention to detail. In fact, the rise of AI may make high-quality, in-person or hand-crafted digital learning experiences even more valuable. People might look for deeper, more meaningful experiences that AI-generated content can’t replicate.
Striking the Right Balance
There’s no doubt that many corporate learning initiatives, especially the grander ones, are rooted in a desire to impress. But that doesn’t mean they’re devoid of all value. The challenge for organizations is finding the right balance between creating meaningful, impactful learning experiences and avoiding the trap of pure vanity.
Leaders should ask themselves: Does this initiative solve a real problem or fill a genuine need? Or is it primarily about creating something impressive? A well-designed experience with a touch of creativity can provide the best of both worlds – substance with a bit of spectacle.
As corporate learning continues to evolve, we should focus on what truly drives both performance and growth. It might not be the same. And yes, if it means returning to the serene campus of San Diego for a bit of inspiration, I’m all for it.