Breaking the Mold: Why 1033 Consulting Supports Teachers and Challenges the Kirkpatrick Model in Business Learning

At 1033Consulting , we’re committed to supporting professionals who want to bring their skills to new spaces, and we’re especially passionate about helping transitioning teachers find success outside of traditional classrooms. We owe a lot of this passion to our colleague Keith Meyerson and the work he started with KAM Consulting Group , mentoring teachers for free as they explored careers in Instructional Design, Learning & Development, and more. It’s been an honor to join forces with Keith as we help educators leverage their talents without being taken advantage of by others charging for resume edits and interview prep.

But supporting these talented individuals goes beyond helping them switch fields—it’s about ensuring they know how to break the norms that no longer serve them. One of the major shifts in mindset? Moving away from outdated models like the Kirkpatrick model, which is often ill-suited for today’s business environments.

Why the Kirkpatrick Model Falls Short in Business Learning

While the Kirkpatrick Model has been a staple in Instructional Design for years, it was developed for another era—and for a different purpose. It’s a four-level approach that begins with measuring satisfaction (“Did you like it?”), before moving to learning outcomes, behavior change, and finally, results. Here’s why this framework isn’t enough for business-focused L&D:

1. It Begins with Satisfaction, Not Strategy In business, success isn’t defined by whether people “liked” the training. Of course, a positive experience is nice, but it’s not the primary measure of success. Unfortunately, the Kirkpatrick Model places satisfaction front and center, but satisfaction alone doesn’t move the needle. The risk? Training that feels great but lacks impact. A good business strategy asks tougher questions: Did this learning experience change performance? Did it make a measurable impact on our goals?
2. ROI as an Afterthought In response to criticism, “Return on Investment” (ROI) was eventually added to Kirkpatrick’s model, but almost as an afterthought, without much depth. It suggests measuring ROI as a final step but fails to provide practical guidance on how to connect learning outcomes to revenue, productivity, or other key metrics that actually matter to business leaders. Saying “measure ROI” is like saying “go measure satisfaction” — it’s a placeholder, not a process.
3. No Built-In Business Metrics Unlike models that focus directly on the business impact (such as the Phillips ROI Model, which integrates ROI from the start), Kirkpatrick’s model often leaves organizations wondering how to make that connection. This disconnect makes it easy for L&D initiatives to fall into the trap of measuring “activity” over “impact.” In other words, it can lead to training programs that check boxes rather than drive results.
4. The ADDIE Framework and Other Alternatives The ADDIE (Analysis, Design, Development, Implementation, Evaluation) model, for example, has long been used as a flexible, iterative framework for developing effective training. ADDIE is often adaptable, and while it doesn’t focus on ROI, it allows for more upfront alignment with business goals and continuous improvement. When paired with models like the Success Case Method or Action Mapping, ADDIE becomes a powerful tool to design learning experiences that align more directly with what businesses want to achieve.
5. Failing to Bridge the Education-Business Gap For teachers transitioning into business-focused roles, it’s important to understand that what works in a classroom may not work in a corporate training environment. Teachers already have the skills to create meaningful, transformative learning experiences, but they need frameworks that help them connect those experiences to tangible business outcomes. That’s where we come in—to support and fine-tune these skills for a business setting, and to highlight why Kirkpatrick often doesn’t cut it when performance, productivity, and measurable outcomes are on the line.

Redefining Learning Impact in Business

In today’s business environment, we need models and strategies that go beyond satisfaction scores. We need to link learning to outcomes that matter, whether that’s reduced turnover, faster onboarding, increased productivity, or improved sales performance. A model that doesn’t connect learning to these critical metrics is ultimately limiting, and it risks making L&D feel like a “nice to have” rather than a driver of real business value.

At 1033 Consulting, we’re committed to helping organizations and professionals break out of outdated frameworks. We don’t just name-drop the models like Kirkpatrick or ADDIE; we dig deeper to understand the “why” behind each approach, and we work alongside clients to choose models that suit their specific needs. For transitioning teachers, that means supporting them with an understanding of what businesses are looking for—and helping them adapt their skills to achieve meaningful impact in new ways.

Paul Kirschbaum ’s “A conversation is free” philosophy has shaped our approach to every partnership. It’s why we’re here to listen first, then guide, mentor, and collaborate to build meaningful connections. It’s no wonder that Keith’s work aligns so well with our vision at 1033 Consulting—breaking down barriers, questioning outdated models, and creating real, lasting impact.

To the teachers looking to bring their expertise to new spaces and the businesses ready to make Learning & Development a driver of true success, we’re here with a blank page, ready to listen and build the future together.

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