When I asked Ori Brafman, professor at UC Berkeley’s Haas School of Business, what questions he had been wrestling with lately, he wondered aloud about the future of books in a world where learning is increasingly interactive and relational.

The inquiry stopped me cold. Because I love books.

Fiction and nonfiction. Memoir, business, romance, historical novels. I surround myself with them. I read them, recommend them, and keep stacks within reach. Even unread books bring me comfort. They represent possibility and ideas waiting to be explored.

It prompted my reflection on a deeper question: Does the architecture of learning that books represent still match how people learn today?

Many of the learning formats we rely on were designed for a different era. Long readings, lectures, and traditional training modules often fail to engage modern learners. This shows up in classrooms and workplaces alike. Organizations invest heavily in training content, yet participation and retention remain stubbornly low.

Shrinking attention spans and digital distraction are common explanations. Those factors play a role. But they miss the deeper issue. The challenge is how we design learning.

Many learning systems still prioritize the transfer of information. The modern workplace increasingly demands something more: discernment, perspective, and judgment.

The challenge is no longer access to knowledge. It is making sense of it. When learning systems fail to support that work, organizations face a costly consequence: human potential that remains underdeveloped and underutilized.

For much of the last century, formal learning followed a familiar pattern: read the material, listen to the lecture, absorb the framework. The learner sits outside the knowledge, looking in.

Historically, humans learned differently. Learning happened through apprenticeship, storytelling, observation, experimentation, and conversation. Knowledge was experienced in context rather than delivered at a distance.

Learning was immersive.

This insight aligns with decades of research on adult learning. Malcolm Knowles argued that adults learn most effectively when learning is self-directed, relevant to real problems, and immediately applicable (Knowles, Holton & Swanson, 2015). David Kolb’s experiential learning model similarly emphasizes cycles of experience, reflection, and experimentation (Kolb, 1984).

Yet many modern learning environments continue to rely on lectures, readings, and static content. Traditional formats often conflict with what research shows about how adults learn.

Relationships create immersion every day.

In my work helping organizations design mentoring and learning ecosystems, mentoring is frequently misunderstood as advice or knowledge transfer. A more experienced professional shares what they know, and the mentee applies it.

But mentoring at its best does something deeper. It allows people to step inside another person’s thinking, experience, and judgment.

Knowledge transfer builds knowledge. Development builds discernment.

That distinction matters more than ever because information is abundant. Books, courses, podcasts, and digital tools can deliver knowledge instantly.

The harder task is interpretation.

The current debate about artificial intelligence often centers on whether technology weakens our ability to think. A more productive question is how these tools might deepen thinking. AI can surface perspectives, questions, and patterns we might not encounter on our own. The interpretation and judgment that follow remain fundamentally human work.

That work happens best through conversation and connection.

Generational shifts make this even more visible. Younger professionals have grown up in environments shaped by interaction, rapid feedback, and social learning. Dialogue and collaboration are natural modes of learning.

Yet many organizations still rely on static learning models designed for a different era.
If learning is going to engage people, the answer is not simply more content.

The answer is better-designed learning ecosystems.

In those ecosystems, content provides ideas. Technology expands exploration. Relationships create the space where ideas become insight.

Developmental networks – the constellation of people who challenge us, support us, and expand our perspective – become the engine of learning.

Here is where I’ve landed on Ori’s provocative question:

• Books still matter – but learning systems built around content alone cannot produce the kind of growth and transformation organizations need.
• The future of learning must be more immersive, more relational, and more intentionally designed.
• In our modern era, books spark ideas. They fuel curiosity. They introduce us to new ways of seeing the world.

Learning takes hold somewhere else.

It happens in relationships. Through action. Through the messy work of testing ideas, applying them, and rolling up our sleeves to engage with them in practice.
That is where discernment develops and where growth happens.

That’s why the future of learning will belong to organizations that intentionally design environments where people can engage with ideas together.