The 70:20:10 Model - A different view of work, performance and learning (2024)

The 70:20:10 model isn’t just a numeric sequence. It is a fundamentally different view of work, performance and learning in the 21st century.

Implementing the 70:20:10 model will generate real business impact, by adjusting the organisational focus from solely developing formal learning solutions to integrating learning in the workflow.

70 percent of learning comes from experience, experiment and reflection.

20 percent derives from working with others.

10 percent comes from formal interventions and planned learning solutions.

The numbers are essentially a reminder that people learn most from working and interacting with others in the workplace (70+20). The specific ratio (70:20:10), in any given situation, will vary, depending on the work environment and the organisational results required.

Read this blog post to see how our thought leaders have debunked the most popular 70:20:10 myths.

In our view, the 70:20:10 model is a practical metaphor illustrating the fact that people learn anywhere, at any time, mostly from their work (70) and from others (20).

Structured learning is still important, but it is not the only way, or even the main way in which people achieve high levels of performance. The always-on world of work uses technology to link living, working and learning, and thus to learn in a continuous, on-demand manner.

The purpose of the 70:20:10 model is not to separate learning and working, but to strengthen the synergy between them, so the 70, 20 and 10 solutions are mutually reinforcing.

To act within the performance paradigm and function effectively as 70:20:10 experts, L&D specialists must adopt 5 new roles.

The current roles of L&D are primarily educational and based mainly on formal learning solutions (the 10). The 702010 model empowers, however, those HR and L&D leaders who want to extend their remit and create real impact.

In order to do so and play a meaningful part in building high performance in their organisations, they are required to adopt a whole new set of processes, roles and critical tasks, contributing sustainably to workplace learning and offering measurable added value.

In our book‘70:20:10 towards 100% performance’ we explain these roles and processes in detail, but they are outlined below. (link to book)

Only implementing capability development solutions is not enough to create a deep change. By combining conceptual frameworks with an extensive set of actionable solutions, Value-Based L&D enables professionals to look at learning from a business-focused perspective, guiding them towards consolidating an agile organization, from strategy to implementation.

Building on the success our clients have had with the Expert Program, we wanted to expand our solutions to embrace a broader, systemic approach to L&D transformation.

That’s why we developed Value-Based L&D

An approach that enables Learning Leaders to address the big picture of L&D,
supporting them in consolidating an agile and high-performing organization, by providing: