McKinsey surveyed more than 500 executives on whether their leadership development interventions achieved sustained results.
Eleven percent strongly agreed.
The global leadership training market is worth $34 billion. that at most 30 percent of training content transfers to workplace behaviour. A found that despite two decades of innovation in methods and theory, the effectiveness of leadership training has barely improved.
The response has been consistent: better content, better facilitators, more follow-up, stronger measurement.
The transfer rate stays where it is.
The content was never the problem.
The wrong diagnosis
of why programs fail identifies four culprits: overlooking context, decoupling reflection from real work, underestimating mindsets, failing to measure results. These are accurate observations. They are not the root cause.
Better content with better facilitation still produces the same transfer rate if the underlying problem is untouched. The industry has been iterating on the right variables. The number hasn't moved.
The root cause is the environment.
The environment is the mechanism
on expertise reached a specific conclusion: capability requires practice under conditions that closely replicate actual performance. Immediate feedback. Realistic pressure. Repetition in context. Without these, practice builds familiarity but not transferable capability.
established the same principle in cognitive psychology in 1977: memory and skill transfer most effectively when the conditions of learning match the conditions where the skill must perform.
A case study discussion in a conference room does not match a real strategic decision made under uncertainty, with incomplete information, time pressure, and consequences. The content can be identical. The cognitive environment is entirely different.
What FusekiB provides
The FusekiB frameworks — the RCDC cycle, the Journey, the three archetypes — are not designed to be learned first and applied later. They are tools for navigating conditions where uncertainty is structural and decisions cannot wait for clarity.
The board creates those conditions precisely. No move announces itself as decisive. Consequences arrive late. Every stone stays placed. The position cannot be reduced to a score. All uncertainty is structural, none of it random.
The case study removes them. The FusekiB immersion reinstates them.
These are Ericsson's conditions for deliberate practice applied to strategic cognition. The case study removes them. The FusekiB immersion reinstates them.
The transfer problem is not a problem of content. It is a problem of environment. The organisations that solve it will not do so by improving their workshops. They will do so by building practice environments that replicate the conditions where strategy actually has to work.