Train or entertain in digital learning. Why the real challenge is somewhere else!

In digital learning, the question is rarely about tools or formats; it’s about intention. Many organizations still fluctuate between two extremes. On one side, those who want to entertain at all costs and believe that constant promotion will magically boost their KPIs. On the other side, those who see their digital platform as a neutral library, where learners are expected to search, select, and study without support. Between these two worlds lies a more mature group, organizations that invest in quality content and effective communication around it. Yet even there, something is often missing. The digital offerings (and platforms) remain isolated instead of being part of a comprehensive, global learning strategy where every element contributes to shared goals. This is what I observe daily when working with clients on their digital learning ecosystems.

The endless entertainment mode

This group believes entertainment will fix everything. They expect that by endlessly entertaining their learners, they will skyrocket. Their internal communication is always in promotion mode with contests, gifting, and playful slogans. The digital learning app looks and sounds like a social media feed. Learners enjoy the buzz at the beginning. After a while, they struggle to see what is really expected from them, which skills they are supposed to build, and how this connects to their role.

What this looks like in practice

• A front page filled with banners promoting games and contests more than learning paths

• A strong emphasis on short, playful activities with little depth

• Regularly distributing rewards and incentives based on participation rather than learning outcomes

What works well

• Participation rates are often high at the start. Learners are curious and eager to click on what looks fun and easy

• The brand can build a lively image. Internally, people sense that something is happening on the platform

• It can be useful when the goal is to relaunch a dormant platform or to promote a specific campaign for a limited time

What does not work

• Engagement is fragile; activity declines once the novelty or gifts stop.

• Learners receive mixed signals, as they see that the system prioritizes clicks over genuine skill development. This can diminish the perceived seriousness of the digital academy.

• Managers may find it hard to link this activity to performance metrics. They notice noise and movement but not necessarily improvement in skills.

In short, this method can act as a booster, but it cannot be the basis of a lasting learning strategy.

The silent digital library

Here, the digital platform is seen as a simple catalog. Courses are uploaded and organized properly. The team assumes every learner will browse the catalog to find relevant content. There is little or no communication, no campaigns, and no marketing about the offer. The result is a collection of solid modules that go unnoticed. When usage is low, the platform is blamed, not the lack of storytelling and activation.

What this looks like in practice

• A platform organized into catalogs and folders with minimal editorial guidance

• New courses appear without a real marketing launch campaigns or explanations of their value

• Managers and learners get minimal information.

What works well

• The content is often rich and can meet multiple needs once learners discover it

• There is consistent style. Courses generally follow brand guidelines and internal standards

• The platform can meet regulatory or compliance requirements with little operational effort

What does not work

• Discovery is tough. Learners feel lost and unsure where to start

• There’s no story, no clear path, no sense of progress. Learning feels like a task, not a journey

• Investment in content is underused. Many courses stay invisible, and usage remains low

In this case, the issue isn’t the lack of training. It’s the lack of positioning, storytelling, and activation.

The ones who combine good learning and good promotion

This is the group that appears more mature. They invest in strong learning experiences and support them with clear, engaging communication. They update banners, send targeted campaigns, and sometimes coordinate with product or HR calendars. On paper, this seems like the right approach.

But even here, a challenge remains. The digital offerings are often managed as a separate track. Classroom training, coaching, and digital programs coexist but don’t always interact. Each initiative works independently in its own space.

Typical situation:

• A well-designed onboarding path on the platform

• A catalog of advanced modules for specific roles

• A series of classroom workshops for managers or key talents

All of this is good. However, learners don’t always see how these pieces fit together. Managers don’t always understand the overall ecosystem. The global learning strategy still isn’t clear.

The primary challenge lies in the seamless integration of the strategic learning offer.

The most critical aspect is not merely balancing training and entertainment in digital learning. The paramount objective is to establish digital learning as a fully integrated component of the comprehensive learning framework.

Several common gaps appear:

Lack of shared learning objectives across channels. Digital modules are built around a single set of goals. Classroom sessions have different objectives. Coaching also has its own aims. Rarely do we see a single, clear framework where all elements align to develop the same capabilities for each group.

Fragmented learner experience. From the learner's perspective, the journey may appear as a succession of unrelated activities, including a mandatory course here, a game there, and a workshop next month. Without a clear storyline, even good content loses impact.

Misalignment between tone of voice and brand culture. In some organisations, the digital platform speaks a different language from the rest of the company. Either overly playful or extremely formal. In both cases, learners perceive a credibility gap.

How can we strategically position digital learning within the global learning framework?

The path forward lies not in the proliferation of content or games, but rather in enhancing coherence. To achieve this, we can initiate a series of pragmatic steps:

Create a simple strategic map. For each target population, define three or four key learning objectives for the year. Then position each digital or classroom initiative in relation to these objectives. If an activity does not support any of them, its relevance must be questioned.

Design journeys instead of isolated modules. Instead of launching one course after another, group them into visible paths. For example, a new retail consultant can follow a sequence with a welcome capsule, a brand storytelling module, a product focus, and a practice activity that managers can observe in-store.

Give your platform an editorial line. Decide how you talk to learners. Choose a tone that reflects your brand and remains consistent across banners, notifications, videos, and classroom invitations. Digital communication is not decoration. It is part of the learning design.

Measure what matters. Go beyond logins and click rates. Connect digital indicators with operational measures where possible. For example, after implementing a targeted digital campaign focused on consultation techniques, compare feedback scores or conversion rates before and after the campaign.

Digital learning should not be in competition with traditional classroom training or coaching. It should not be confined to an endless cycle of entertainment or the silence of a static library. Instead, it should function as a connecting space where content, communication, and strategy converge to support shared learning objectives.

The pertinent question is not whether the primary objective is training or entertainment. Rather, it is whether the digital ecosystem aligns with the learning strategy and whether every component of the system contributes to the overarching goal.

If you would like to bring more balance to your digital learning ecosystem, I would be pleased to support you. Together we can review your journeys, campaigns and KPIs, and design learning experiences that are both strategically clear and genuinely engaging for your learners.