 One aspect of Predictive Evaluation (PE) is to seek small improvements in course design, delivery, and transfer with the objective of increasing impact. Continuous improvement is one of the tools that underpin the philosophies of PE. Through constant study and revision of Intention, Adoption, and Impact, better training occurs, resulting in increased impact. Continuous Improvement is a set of activities designed to bring gradual but continual improvement to training results through constant review. Focus on the stakeholder. Training is designed, developed, and delivered to meet stakeholder requirements and needs. To accomplish this, stakeholders were solicited in the planning phase and their requirements were built into the PE predictions. A decision is then made by stakeholders as to proceed with training, based on the attractiveness of benefits (value) to be gained. Intention, Adoption, and Impact results are then measured from the perspective of the stakeholder. A preventive approach. "Do it right the first time" instead of correcting through evaluation (inspection) if possible. This requires a systematic instructional design process (such as ADDIE [Analysis Design Development Implementation Evaluation]) to ensure that the training will deliver the Intention, Adoption, and Impact results that stakeholders require. Management by data. Fact rather than supposition drives continuous improvement actions. PE data-communicated in the Dashboards against respective Success Gates-direct decision in improvements and outcomes. Commit to ongoing improvement. Each time that Success Gates are reached, consider setting new and improved Intention, Adoption, or Impact success measures. PE is not a project or a task with a definite end point, but an ongoing commitment to seek out opportunities to deliver better results. Cross-functional problem solving. Training problems do not usually fall neatly into a single function such as design, development, delivery, management support, etc. They usually call for solutions that cut horizontally across organizational functions. People with different responsibilities and talents need to develop habits of working together to improve training and its results. Constancy of leadership commitment. A commitment to PE continuous improvement must be a way of life, built into the fabric of the company. In most organizations, this represents a fundamental change in culture and values. Tenacious and visible commitment of top leadership to PE is required if employees inside and outside of the training function are to be motivated to make the investment to change. | 
Recently I conducted a benchmarking study for a client on the trends in Leadership training.
Over the past few years, I have been designing, delivering, and evaluating training so that the experience shapes the learner's belief structure in some way. In this context, I define beliefs as "the idea that the participants and/or their companies will benefit from using the new knowledge and skills."