Strengthening your role as an expert
Our AI-supported, internationally proven Blended Learning Journey systematically guides experts in actively shaping their role, effectively communicating their specialized expertise, networking strategically, and making themselves visible throughout the organization.
Program for experts
Program for experts
The customized development program can include various stages in the Learning Journey based on the specific challenges of the organization and the specialist areas.
Stages of the Learning Journey
- Stage ME: Self-Leadership & Ownership
Take ownership of your own development in your role as an expert and lead yourself.
- Stage YOU: Communication & Dialogue
Building successful relationships. Communicating complex specialized content in an understandable way, preparing expert knowledge for specific target groups, stakeholder management for knowledge exchange.
- Stage WE: Networking & Collaboration
Strategic network building within and outside the organization. Cross-functional project work as an expert. Persuasion through professional competence without formal authority.
- Example of a Learning Journey:
- Duration: 5 modules over 6–9 months
- Structure: Blended Learning Journey with 3 face-to-face modules (3×2 days) and virtual sessions (2×3 hours virtual)
- Support: Continuous learning through digital self-study units, preparatory and transfer tasks, peer coaching, and AI-supported coaching
Learning format:
AI-supported Blended Learning Journey with self-study units,
Digital Learning Platform, CLAES AI-Coach®
Duration:
3×2 days of face-to-face +
2×3 hrs of virtual sessions +
self-study,
over 6–9 months
Certification:
CONTUR
Expert Certificate
Expertise:
Over 25 years of
experience, working on
3 continents,
internationally available in multiple languages
References
We have already successfully implemented development programs for experts for these customers, among others:
The Impact of Our Learning Journeys
Benefits of strategic development by experts
What experts and specialists achieve through the development program:
- Role clarity: Understanding your own impact as a knowledge carrier and specialist communicator
- Communication excellence: Conveying complex specialist content in a comprehensible and convincing manner
- Networking skills: Strategic development of professional knowledge networks
- Cross-functional impact: Successfully transferring specialist expertise to other areas
- Visibility: Increased awareness and appreciation of your own expertise
The advantages of the program for management:
- Activating expert knowledge: Better organization-wide utilization of existing expertise
- Knowledge transfer: Systematic distribution of expert knowledge across departmental boundaries
- Accelerating innovation: Faster problem solving through networked experts
- Increasing retention: Higher employee retention through appreciation of expertise
The impact and strategic advantages of the program on the company:
- Knowledge capital activation: Optimal use of existing expert knowledge
- Silo reduction: Improved exchange of know-how between departments and functions
- Problem-solving speed: Faster solution finding through networked expertise
- Innovation culture: Promotion of a knowledge-based, collaborative work culture
What experts and specialists achieve through the development program:
- Role clarity: Understanding your own impact as a knowledge carrier and specialist communicator
- Communication excellence: Conveying complex specialist content in a comprehensible and convincing manner
- Networking skills: Strategic development of professional knowledge networks
- Cross-functional impact: Successfully transferring specialist expertise to other areas
- Visibility: Increased awareness and appreciation of your own expertise
The advantages of the program for management:
- Activating expert knowledge: Better organization-wide utilization of existing expertise
- Knowledge transfer: Systematic distribution of expert knowledge across departmental boundaries
- Accelerating innovation: Faster problem solving through networked experts
- Increasing retention: Higher employee retention through appreciation of expertise
The impact and strategic advantages of the program on the company:
- Knowledge capital activation: Optimal use of existing expert knowledge
- Silo reduction: Improved exchange of know-how between departments and functions
- Problem-solving speed: Faster solution finding through networked expertise
- Innovation culture: Promotion of a knowledge-based, collaborative work culture
Innovative methods for
sustainable development
Blended Learning with AI Support
Combine the best of face-to-face training, virtual sessions, and self-directed learning with the innovative CLAES AI-Coach®.
Practical transfer methodology
Specific transfer tasks and regular reflection ensure that what has been learned is directly implemented in everyday management. Our methodological approach is based on the principle of capability building, which we implement in a structured manner using the so-called Capability Building Blocks (CBB®).
Social Learning and Peer Coaching
Participants learn from each other and give each other valuable feedback – for practical solutions and sustainable success.
Scientific basis
Our program is based on neuroscientific findings on optimal learning architecture and takes modern leadership theories into account.
At the same time, current findings and trends, such as those from the Deloitte studies “Global Human Capital Trends 2025” and “Gen Z & Millennial Survey” as well as from MIT Sloan School of Management, are integrated into the didactic design of our Learning Journeys.
Unique: Use of Janssen’s Model®
A basic model for strengthening self-development and change management skills, which holistically reveals the emotional level of a change process. CONTUR is the exclusive partner of this pragmatic approach, known as the Four Rooms of Change, in Germany and China.
Strategic added value for
HR and L&D managers
Maximize transfer to everyday work
Our proven practical transfer concept ensures that what has been learned is actually applied in everyday work.
Get transparent performance measurement
With our effectiveness analysis, you can track the progress of participants.
Reduce your administrative workload
Our full-service program support relieves your HR department, while we take care of the successful implementation and monitoring of the program.
Ensure strategic anchoring in your HR strategy
We tailor the program to fit into your existing leadership development concept and talent management. At the same time, our systemic Capability Building Approach not only promotes the development of your new leaders, but also strengthens the entire corporate culture.
Promote Self-Learning and Learning Skills as Meta Skills
With us, you can strengthen your Continuous Learning Culture (CLC) within your organization and provide impulses for establishing such a culture.
customer project
Strengthening the role of experts in an international technology company
Customer
An international technology company was looking for a solution to systematically develop its specialists. The company had highly qualified specialists, but they often worked in isolation in their respective fields. “If we knew what we know, we could transfer our knowledge to other product developments in a targeted manner.”
Goal
Management wanted to support experts in strategically understanding their role and effectively fulfilling it with greater ownership. Key challenges included promoting cross-functional collaboration, developing communication and stakeholder management skills, and establishing a company-wide network of experts.
Another goal was to establish a systematic career path for experts in order to strengthen their long-term commitment to the company.
Measure
Development of an 8-month Blended Learning Program with three thematic stages: “Me as an Expert” (self-leadership & understanding roles), “You as a Discussion Partner” (communication & stakeholder management), and “Us in the Network” ( collaboration & innovative solution development).
Implementation
The program combined in-person training (6 days), virtual sessions, peer coaching, transfer tasks, and a digital learning platform. 84 experts completed the program in seven groups. Accompanying elements included development discussions with leaders, curated online content, and optional AI-supported coaching.
Result
95% of participants rated the program as relevant to their work. The experts demonstrated measurable improvements in communication skills and increased visibility within the company. Twelve cross-departmental innovation projects were launched. The established network of experts now holds regular conferences and acts as a strategic advisor to management.
Think globally, act locally – successful worldwide
International expertise for global challenges
With CONTUR, you have a partner that develops leadership skills across cultural boundaries.
Our programs are delivered in multiple languages and with culturally sensitive methodologies to meet the specific needs of local and global teams.
- Implementation on 3 continents in multiple languages
- International trainers with intercultural expertise
- Culturally sensitive adaptation of content and methods
- Consideration of regional leadership cultures
Your contact persons
Our team has decades of experience in developing experts into effective knowledge multipliers.
We are available for a non-binding discussion about your specific challenges.
Sonja Mayer
Trainer and Consultant/ Competence Field Expert Development
Your contact persons
Our team has decades of experience in developing experts into effective knowledge multipliers.
We are available for a non-binding discussion about your specific challenges.
Sonja Mayer
Trainer and Consultant/ Competence Field Expert Development
FAQ’s Expert Program
CONTUR Capability Building is a holistic approach to sustainable skills development. It goes beyond traditional training by systematically merging learning and working and directly integrating practical implementation.
The core of the concept consists of three complementary dimensions
- “Will” (motivation),
- “Ability” (skills), and
- “Enabling” (systemic framework conditions).
Together, these three dimensions create the conditions for real effectiveness in supporting people to realize their professional goals, act independently, and strengthen their ability to take action.
Capability Building Blocks (CBB®) are learning units that focus on a specific field of action. Self-directed learning and social learning are supported by multimedia learning formats and innovative technologies. Targeted exercises and application phases in the participant’s own work context, followed by reflection, are a fundamental component of CBB®.
Deloitte Human Capital Trends 2025 shows how leaders can provide guidance in an increasingly complex and uncertain work environment, identify new opportunities, and ensure long-term business success by striking a balance between economic success and employee needs: „Global Human Capital Trends 2025“.
The Deloitte Gen Z and Millennial Survey 2025 is a global study with over 23,000 participants that reveals what matters to younger generations in terms of work, society, and technology—with a particular focus on their expectations of employers, their attitudes toward AI, and their desire for meaning, security, and personal development: „Gen Z & Millennial Survey 2025“
The MIT Sloan School of Management is one of the leading research institutions in the field of leadership and organizational learning. Numerous scientific studies and practical research papers have been published here, particularly on leadership and organizational learning: MIT Sloan School of Management
Continuous Learning Culture (CLC) describes a corporate culture in which continuous learning, knowledge sharing, and personal development are permanently promoted and anchored as an integral part of everyday work.
In a CLC, learning is not understood as a one-time event or occasional training, but as an ongoing, lifelong process that supports the growth of employees and the entire organization.
An established Continuous Learning Culture ensures that employees continuously develop, which significantly strengthens an organization’s innovative power, adaptability, and competitiveness.
With our Learning Journeys, you promote self-learning and learning competence as a meta skill.
CONTUR Capability Building is a holistic approach to sustainable skills development. It goes beyond traditional training by systematically merging learning and working and directly integrating practical implementation.
The core of the concept consists of three complementary dimensions
- “Will” (motivation),
- “Ability” (skills), and
- “Enabling” (systemic framework conditions).
Together, these three dimensions create the conditions for real effectiveness in supporting people to realize their professional goals, act independently, and strengthen their ability to take action.
Capability Building Blocks (CBB®) are learning units that focus on a specific field of action. Self-directed learning and social learning are supported by multimedia learning formats and innovative technologies. Targeted exercises and application phases in the participant’s own work context, followed by reflection, are a fundamental component of CBB®.
Deloitte Human Capital Trends 2025 shows how leaders can provide guidance in an increasingly complex and uncertain work environment, identify new opportunities, and ensure long-term business success by striking a balance between economic success and employee needs: „Global Human Capital Trends 2025“.
The Deloitte Gen Z and Millennial Survey 2025 is a global study with over 23,000 participants that reveals what matters to younger generations in terms of work, society, and technology—with a particular focus on their expectations of employers, their attitudes toward AI, and their desire for meaning, security, and personal development: „Gen Z & Millennial Survey 2025“
The MIT Sloan School of Management is one of the leading research institutions in the field of leadership and organizational learning. Numerous scientific studies and practical research papers have been published here, particularly on leadership and organizational learning: MIT Sloan School of Management
Continuous Learning Culture (CLC) describes a corporate culture in which continuous learning, knowledge sharing, and personal development are permanently promoted and anchored as an integral part of everyday work.
In a CLC, learning is not understood as a one-time event or occasional training, but as an ongoing, lifelong process that supports the growth of employees and the entire organization.
An established Continuous Learning Culture ensures that employees continuously develop, which significantly strengthens an organization’s innovative power, adaptability, and competitiveness.
With our Learning Journeys, you promote self-learning and learning competence as a meta skill.