In recent conversation, an industry peer posed a question that hits home for anyone looking to make the most of their team and its resources: How do we advance learning in our company so we can stay relevant amid chaos and change? It’s a powerful question. But often, it’s quickly followed by more pragmatic and skeptical ones: Where do I bill my time for this learning stuff? or How are we going to pay for this?
At GMB, our big-picture stance is simple: if you want to thrive in ambiguity, you need to build an organization that can respond organically with agility, resilience, and an emphasis toward growth. That means designing systems that are people-first rather than process- or profit-first. It also means understanding that you’ll “pay” for learning one way or another. You’ll either invest proactively in growth now, or pay the price later in lost relevance, innovation, or talent.
We choose to invest, and we do it intentionally.
Learning is Part of the Rhythm
We’ve embedded learning into the natural rhythm of our organization. This starts with GMB University (GMBU), our quarterly all-company gatherings for shared learning and alignment. Beyond that, we offer regular opportunities to learn across disciplines: weekly and monthly sessions hosted by our disciple-focused teams, K-12 and Higher Education groups, and subject matter experts across the firm. These sessions tackle everything from technical knowledge to emerging challenges, creating a shared space for curiosity and collaboration.
This year we are also immersing GMB’s summer interns into this learning rhythm by flipping the script. Our talented interns will step into the spotlight – not just as learners, but as leaders – in our internal Intern Panel Series where they’ll share their unfiltered insights into the future of design, education, technology, and teamwork. Each session explores a timely topic through the eyes of those currently a part of the education ecosystem who have first-hand knowledge of the evolving world of education and campus life.
By having structured rhythms and a team responsible for curating content, we ensure that learning doesn’t happen “when there’s time” but it happens because we’ve made time.
Time Spent Learning is Time Well-Spent
One reason this system works at GMB is that we don’t measure individual hours or utilization in the traditional sense. People still prioritize and honor their deadlines and deliverables, but we’ve taken out the mental hurdle of “can I afford to spend time on this?” In fact, GMB offers all employees a learning stipend to support employee growth and development. Each employee received a yearly allotment towards learning opportunities of their choosing that help their growth in their primary role focus. This can include expenses such as career coaching, courses, webinars, certifications, subscriptions, and more.
We view hours spent learning not as a cost to bill, but as an organizational health metric. Learning is not meant to be a luxury. It’s a key indicator of our long-term resilience and relevance.
Culture Matters More Than Curriculum
Being a “learning organization” isn’t just about offering courses or hosting webinars. We care about cultivating an authentic culture where curiosity is rewarded, where knowledge is shared freely, and where teammates actively connect each other to resources that can help them grow. It’s also about believing that everyone has something to learn and something to teach — regardless of role or tenure.
Our Learning Hubs are one way we bring this philosophy to life. These are physical and virtual spaces where educators, teammates, and students can access meaningful content, connect with others, and grow together. More than just meeting rooms or training spaces, our Learning Hubs are designed to feel welcoming and inclusive and become places people want to be. With great tech, strong social connection, and a shared sense of purpose, the Hubs create an environment where learning is naturally social, participatory, and transformational.
In Short, We Don’t Ask “How Do We Pay for This?”
Instead, we ask, “How can we afford not to?” In today’s ever-changing world, learning is essential. And at GMB, we’ve built systems and culture that support learning consistently because we believe that staying relevant means staying curious, staying connected, and staying open to change.
