The future of corporate learning should involve more than just information -- it should involve movement.
Recently, I experienced a rare moment of clarity -- a "D'oh!" moment, as Homer Simpson might say. I discovered two companies doing something that makes so much sense, yet I couldn't find any examples of it in the literature. I'll walk you through my thought process, discuss what these companies are doing and invite your thoughts.
In the ever-evolving landscape of corporate learning, one glaring omission stands out: movement. Despite abundant evidence of the cognitive and physical benefits of movement, particularly in childhood education, it remains underutilized in corporate learning -- especially in online learning environments. With more employees working remotely and engaging in digital learning, we need to ask: Why aren't we leveraging the well-documented benefits of movement in these settings?
Peer-reviewed research consistently highlights the value of physical activity for both health and learning. We know that movement benefits children physically, but it also stimulates brain regions responsible for attention, memory and executive function -- all crucial for learning. Studies show that students who engage in physical activity perform better academically, retain more information and exhibit enhanced problem-solving abilities. This evidence makes one thing clear: Movement is not a luxury -- it's essential for effective learning.
Yet, in adult learning -- particularly corporate learning -- movement remains largely unexplored. While corporate wellness programs encourage physical activity to boost general employee well-being, reduce stress and increase productivity, I could find no studies that examine how movement can directly enhance online corporate learning through improved cognitive function and retention. The lack of research in this area raises important questions about why we neglect movement in corporate settings, where sedentary behaviors dominate.
For most corporate learning programs, especially those delivered online, engagement and retention pose significant challenges. Long hours of passive learning in front of a computer screen often lead to cognitive fatigue. Research shows that cognitive fatigue -- a state of mental exhaustion after prolonged cognitive effort -- impairs learning, attention and task performance. This isn't just a subjective feeling; neuroimaging studies show reduced activation in brain regions responsible for executive functions during periods of cognitive fatigue.
One proven method to combat cognitive fatigue is movement. Physical activity restores mental energy, enhances focus, and refreshes the brain's ability to absorb and process new information. Studies support the idea that integrating movement into learning -- whether through active breaks, standing workstations or movement-based learning modules -- can significantly improve cognitive performance and engagement. Despite these findings, corporate learning continues to overlook this simple yet powerful principle grounded in neuroscience.
To explore the untapped potential, let's consider two real-world examples of companies that have integrated movement into their learning and development strategies. I discovered both initiatives through a movement-based startup we incubated at the University of Southern California. However, neither USC nor I have any commercial interest in Breakthru, the company in question.
One company incorporated physical activity directly into its virtual training by scheduling movement breaks and gamifying physical challenges related to learning tasks. This approach not only improved employee engagement but also increased retention of the material. Another company used an active-learning approach, integrating movement-based tasks into the content itself, which resulted in significantly higher post-training test scores compared with traditional online training.
Grundfos, a Danish water solutions company with 20,000 employees across 60 countries, has a strong wellness culture, as is common in Denmark. Letitia, a senior mental well-being specialist with the organization, saw an opportunity to create a form of "physical education" that promotes wellness while enhancing learning outcomes. She incorporated movement software into both face-to-face and online meetings to encourage the use of microbreaks that promote well-being, learning and increased performance.
While long-term data is not yet available, early indicators show increased satisfaction, engagement and learning.
Adobe, a global company with nearly 30,000 employees in 28 countries, took a different approach. Lucy, an HR representative with Adobe, began using the movement software in face-to-face experiences, deviating from its original online design. Adobe incorporated movement into employee experiences such as training events, customer interactions and community fairs. Employees even used the software with their children, creating an interactive learning environment. Adobe also introduced movement-based activities as icebreakers at sales training programs and during onboarding, using a giant projected screen to engage employees in movement activities.
The pilot initiative in Adobe's Times Square office received positive feedback, and Lucy hopes to expand the program to other offices and integrate it into online learning.
Although data on these initiatives are still limited, they present promising innovations. It's difficult to say whether these successes stem from company culture, the bold visions of Letitia and Lucy, or some other factor. Nonetheless, these examples highlight what existing research on movement and cognitive performance tells us: Movement is essential for learning at any age. Children thrive when physical activity is incorporated into their education. So why aren't we doing the same for adults in corporate settings? Shouldn't we consider integrating a form of "physical education" into corporate training programs?
Sedentary lifestyles and cognitive fatigue harm adults just as much as they do children. By neglecting movement in corporate training -- particularly in online learning -- we miss an opportunity to improve employee engagement, learning outcomes and overall well-being. As research in this area grows, it becomes clear that the future of corporate learning should involve more than just information -- it should involve movement.
The lack of comprehensive research on this subject points to a critical gap that needs attention. As corporate learning becomes increasingly virtual and more employees work from home, understanding how to incorporate movement into these environments is essential. We already know that movement combats cognitive fatigue and improves learning. The question that remains is how best to implement these findings in corporate training.
Ultimately, integrating movement into corporate learning may not only enhance learning outcomes but also promote a holistic approach to employee wellness. It's time we apply the lessons learned from education to the corporate world, recognizing that movement is just as essential for adults as it is for children. Healthier employees are more productive, more engaged and, ultimately, more successful.