David Jones, Kaplan's CEO, stated, 'The time really felt right to find a new owner for Kaplan Languages-an owner that might give it the attention that it deserves going forward.' He expressed optimism about Inspirit's plans for investment and growth, hoping for a bright future for the staff.
McMahon is familiar with organizations built around an increasingly unstable man who is a genius at spinning story lines that inflame the crowd and damage enemies and institutions but, if you think too hard about them, don't necessarily add up to a coherent narrative.
"This year's increase in undergraduate credential attainment isn't just about more completions-it's also about timing. More students are earning certificates and degrees earlier and that shift reflects how postsecondary pathways are changing and starting sooner than they once did."
One of my favorite movies is Good Will Hunting. Will Hunting (played by Matt Damon) is a 20-year-old janitor at the Massachusetts Institute of Technology. Although he works a blue-collar job, he is secretly a self-taught genius with an extraordinary gift for mathematics and an exceptional memory. One day, he anonymously solves a complex math problem left on a chalkboard by Professor Gerald Lambeau, astonishing the faculty.
Cuts that hurt are obvious: layoffs, program closures, college closures, furloughs, deferred maintenance, pay freezes, travel freezes, etc. It's a well-worn playbook at this point. Most of the moves in this category involve either attacking employee compensation, which causes obvious pain, or putting off necessary investments and living with gradual declines in quality.
Scaling learning should be a sign of success. More employees. More roles. More regions. More skills to build. On the surface, these are the markers of a growing, forward-moving organization. But for many Learning and Development (L&D) teams, scaling learning feels less like progress and more like pressure. Every new hire cohort, geographic expansion, or capability initiative introduces friction. What once worked well for a few hundred employees begins to strain-and eventually break-when applied to thousands.
Choosing the right training content isn't about how much training content you offer. It's about how well that content fits the job it needs to do. The real training challenge is not content. It's fit We often hear that teams need more training. But when we dig deeper, the problem is rarely a lack of courses. It's a lack of focus. Training often fails because different needs get lumped together into one giant learning initiative. For instance, it's impossible to use the same approach for teaching introduction to Python as for harassment prevention.
