Businesses spend a great deal of money on employee training and education every year. In 2015, the United States spent around $160 billion, and globally the figure was close to $356 billion. However, the return on this investment is generally poor. For the most part, training sessions don’t have a great impact on organizational performance, mostly because employees revert to their old behaviors once the training course is over. So what goes wrong? The problem is that context doesn’t shift along with training. Learning how to do something differently doesn’t ensure you'll do it that way. It’s important that management attend to organizational design and their own managerial processes first, and then support employees through training. Organizational systems define roles, responsibilities, and relationships, which have a profound impact on individual mindsets within an organization. This is why training gains the most traction within highly visible organizational change efforts that are championed by senior leadership. These efforts motivate people to change, and create the conditions to sustain that change. If the status quo is maintained, however, it’s rare that training will stick.