Live virtual sessions with practice in your own work between them.
Scrum.org calls this format Immersion Training, and every Scrum.org course can be run this way.
Learning that lasts happens in your own work, with reflection built in.
A pattern we see often: the last course didn’t stick. People came back energised, met a backlog that had piled up while they were out, and in a team already running at full capacity the new practice was crowded out. Practice belongs inside the work, not after it, and that only happens when someone protects the team’s time to practise between sessions.
“After a full day of training and a time zone shift, they were still engaged, still asking questions, still figuring out how to make this stick. That tells me we’ve got something special happening here.”
CEO, UK insurance software company
Live virtual sessions with practice in your own work between them.
Scrum.org calls this format Immersion Training, and every Scrum.org course can be run this way.
Immersive learning only works when the conditions around it are right. We say so before we start.
Immersive is our recommendation and how we prefer to work, because it is the format designed to put practice in real work and reflection around it. Its cost is protected time to practise. When a calendar genuinely can’t flex, we also run these, as weaker trade-offs rather than wrong choices, and we say plainly what each costs in transfer.
How each format spreads over the weeks. Immersive spaces short live sessions with work in between; the condensed formats pack the same course into one or two weeks.
An illustrative shape, not measured data. The condensed formats fade once the backlog returns; immersive builds with each round of practice and reflection, and our aim is that it becomes how the team works.
A UK insurance software company had a UK product team and engineers in Poland who were misaligned on roles, strategy, and delivery. We ran an eight-week immersive mentorship inside their real work. One client, and the outcomes are self-reported.
Its CEO saw the engagement during the programme. The “full day of training” the CEO describes was a four-hour immersive session, and the team also did its own normal work that day; as the trainers who delivered it, we can confirm both.
Read the case study of an eight-week immersive mentorship with a cross-border product team.
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Two ways in. Prefer a custom programme? Request an in-house training.
Learn a concept, practise it in the room, apply it as a real assignment on your own backlog, then bring back what happened. The next session opens from that experience. We design the reflection with Liberating Structures and Training from the Back of the Room, adapted for live online sessions, and it moves through three questions: are we doing it right, are we doing the right things, and are we getting better at getting better.
We think about learning at three levels, each a question the team can ask, and a team’s capability depends on how many of them it reaches.
This idea is usually called triple-loop learning. It extends Argyris and Schön’s single- and double-loop learning (1978), and the third loop is contested: Tosey, Visser and Saunders (2012) review how differently it has been defined, tracing it to Bateson’s deutero-learning. We use it as a working frame, not settled science.
In our judgement a classroom event typically reaches the first level. Immersive learning is the format we designed to reach all three: practice in real work, then reflection that moves through these questions, with the questions handed to your team’s own events.
Where each format reaches. The three questions as nested loops, with our judgement of how far each format typically gets.
Most organisations don't need a course catalogue. They need a diagnosis. Tell me what's not working, who is involved, and what you've already tried. I'll tell you honestly whether training will help, and if so, what.