Informal Learning Target Operating Model

We spend most of our money in organisations on formal learning such as training and education. But, if we’re honest, most learning actually happens informally: through curiosity, social sharing, trial and error, on-the-job experience, and mentoring.

So, if that’s where the real value is, why do we keep putting all our resources into the formal side?

What is a target operating model?

A target operating model (TOM) is a way of describing how our ideal organisation will deliver value. It usually covers three main areas: people, processes, and technology.

People

The people section typically includes descriptions of:

• Organisational structure – How people are arranged and roles are defined within the organisation
• Governance – The policies and people that guide decision-making and accountability
• Capabilities – The skills, knowledge and behaviours required within the workforce
• Culture – The shared values, beliefs, and behaviours that shape how people work together
• Performance management – The methods used to set goals, measure progress, and support development
• Compliance – The legal, regulatory and ethical frameworks we should work under

Processes

The processes typically describe:

• Value chain – The sequence of activities that deliver value to customers or stakeholders
• Standard operating procedures – Documented steps that ensure consistency and quality in routine tasks
• Continuous improvement framework – Processes for regularly reviewing and enhancing how work is done
• Performance metrics – The measures used to track efficiency, effectiveness, and outcomes
• Compliance – The processes we should follow to adhere to laws, regulations and internal policies

Technology

In the technology section, we often include:

• Applications – The software tools used to support business activities and learning
• Infrastructure – The underlying hardware, networks, and platforms that enable technology use
• Analytics – Systems for collecting and interpreting data to inform decisions
• Security – Measures to protect data, systems, and users from threats
• Compliance – The way the technology should work to meet legal, regulatory and organisational requirements.

What does this look like for informal learning?

If we apply the TOM lens to informal learning, things look a little different to how they might look for formal learning:

People

In an informal learning model, the role of Learning & Development (L&D) shifts from a focus on training to a focus on supporting the informal learning processes.

Subject Matter Experts (SMEs) become active content producers, sharing their expertise directly with colleagues.

Learning champions emerge — individuals who model positive learning behaviours, help build communities, and encourage others to share knowledge.

Communities of practice form around shared areas of expertise - providing a space for ongoing dialogue and support.

A culture of psychological safety is essential, so people feel comfortable asking questions and sharing what they know without fear of judgement.

And all of this must still operate within a framework of compliance, ensuring that behaviours remain legal and ethical.

Processes

Processes for informal learning focus on aspects such:

• Capturing and curating knowledge as it emerges, rather than relying solely on formal documentation
• Learning rituals, such as end-of-project reviews or “What did we learn?” sessions. These help embed continuous improvement into daily work
• Mentorship frameworks to support the transfer of tacit knowledge between colleagues
• Micro-recognition - small, frequent acknowledgements - can incentivise people to share what they know and to develop learning skills and behaviours
• Version control and governance processes ensure that organisational knowledge remains accurate and up to date
• Compliance processes make sure that all these activities remains within legal boundaries

Technology

The technology that supports informal learning needs to enable:

• User-generated content hosting - making it easy for anyone to share insights or resources
• Enterprise social networks - providing platforms for discussion and collaboration across teams and locations.
• AI-driven search tools - to help people find relevant information quickly, often drawing on both formal documentation and informal contributions
• Learning analytics - to offer insights into how knowledge is being shared and used, and how that is having an impact on performance
• Knowledge management systems — including version control and governance workflows to help maintain quality and consistency
• Compliance features to ensure security and data protection in particular

Next steps

Every organisation is different, so the ideas above may need to be adjusted to your context. Once you have an idea of where you’re heading, then it’s time to map out how you will get there.

Consider your current state and the key milestones, challenges and resources you’ll need to get to your target.

Then break this roadmap down into actionable steps - assigning responsibilities, setting timelines, and defining how you’ll measure progress.

Then comes the hard work of implementation. That requires clear communication, solid support for your champions, and adaptation as you learn what works best in your context.

If you'd like to discuss this article, or how I can help you, get in touch.

Posted: 21 May 2026

Tags: Informal learning Solution design Content management

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