- Timeline
- 2024 to 2026
- Status
- Retired, November 2026
- Audience
- Learners and senior public-sector decision-makers
Learning technology and governing it are different jobs.
Someone learning technology needs a clear starting point, an order that makes sense, and a way to continue without rebuilding the map each time.
A senior officer with a proposal in front of them has a different need. They may not be the deepest specialist in the room, but they remain accountable for approving, funding, defending, or inheriting the work.
Apptitude served both without pretending they were the same journey.
I stopped asking one information architecture to do two jobs.
The first version organised learning by topic. That gave learners structure, but it did not help a senior officer answer: "What should I challenge in the proposal in front of me?"
The redesign kept Learn's curriculum and progression, then created Consult as a separate situation-led entry point. That split led to three product decisions.
- Learn for foundations
- Give newcomers clear entry points, guided paths, and a repeatable module structure.
- Consult for live decisions
- Begin with the proposal, system, or spending question already demanding attention.
- Judgment without theatre
- Track meaningful learning and expose evidence gaps without manufacturing mastery or a verdict.
Learn gave anyone a place to start and structure to continue.
Guided paths provided sequence across technology foundations, data and AI, product, service design, and delivery.
Each module repeated the same ladder: understand the idea, use it at work, challenge or govern it, and reflect on confidence. Notes, bookmarks, and reviewed, practised, or used progress preserved continuity.
Where a concept is easier to absorb by watching or simply listening, Learn recommended selected YouTube videos instead of rewriting the same explanation. Apptitude supplied the sequence, context, and prompts around them.
Consult was for the person accountable now.
A senior officer does not need a curriculum in the middle of a live decision. A Consult made uncertainty, weak claims, evidence gaps, and the next action explicit without pretending to issue a verdict.
- 01
Frame the decision
What is being proposed, and what is hardest to judge?
- 02
Locate the weak claim
Is the problem vague, the evidence thin, or the success measure missing?
- 03
Turn gaps into asks
Request the evidence, owner, measure, or constraint needed to proceed.
- 04
Carry it forward
Leave with a brief that can structure the next conversation.
Tech Trippin turned a dubious claim into a useful question.
For a learner, it connected familiar jargon to the underlying concept. For a decision-maker, it offered an immediate question to ask. When one question was not enough, the pattern carried into a Consult.
