How Soliton Empowers Growth and Innovation by Cultivating a Culture of Continuous Learning

In a world of evolving technologies and ever-changing industry landscapes, the ability to learn, unlearn, and relearn while continuously developing new skills drives individual growth and organizational success. How organizations facilitate learning and how effectively individuals engage with learning opportunities becomes a key differentiating factor in shaping careers and making an impact in the industry.    

 

Enabling a Culture of Continuous Learning  

At Soliton, we recognize that meaningful learning goes beyond traditional training programs. We believe the true impact lies in continuous learning. We see it as a journey that drives personal and professional growth. As Sukhbir Singh, our Senior Lead – Learning and Development, puts it:

“Our goal is to create a culture of continuous learning by embedding it into everyday work rather than limiting it to one-time training sessions. Learning isn’t just something we do in a classroom; it happens on the job and in our everyday lives.” 

So, how do we ensure that learning is not just an initiative but an integral part of our work? Our L&D team has developed a structured approach that makes this vision a reality. 

Learning That’s Embedded in Work 

Our learning approach follows the 70-20-10 model, where learning is embedded into projects, strengthened through collaboration, and reinforced with structured opportunities. But the real impact comes when applied in reverse. By starting with structured learning, fostering collaboration, and culminating in hands-on experience, we ensure that knowledge isn’t just acquired but actively applied, refined, and mastered in real-world. 

10% – Structured Learning Sessions  

Foundational learning happens through simulated case studies, structured learning journeys, self-paced courses, instructor-led training, and interactive workshops. Engineers can access curated resources, including internal materials or external learning avenues. These structured sessions, often gamified or conducted as offsite experiences, provide the theoretical knowledge needed before applying it in projects.

For instance, Project Engineers may explore topics like risk management through classroom sessions and case-based discussions, learning how to identify potential risks and develop mitigation techniques. Learning is structured around key competencies at each career stage, ensuring relevance and impact.

20% – Learning Through Collaboration

After structured learning, engineers sharpen their skills through mentorship, peer discussions, and technical communities. They exchange insights with their leads, participate in Knowledge-Sharing Sessions (KSS), and contribute and learn from tech communities, gaining exposure to industry best practices.

Taking risk management as an example. After building a foundational understanding of identifying and mitigating risks through classroom sessions, Project Engineers collaborate with mentors and teams to bring that knowledge into context. Together, they engage in discussions, refine strategies, and develop proactive plans to anticipate, address and, mitigate risks effectively.

This collaborative learning culture is further reinforced through a three-way feedback system involving managers, faculty, and participants, ensuring that learning is continuously refined and aligned with personal growth and business needs.

20% Learning

70% – Learning by Doing

As Sukhbir previously shared, most learning happens on the job, where engineers apply their knowledge to real-world challenges and in their current projects.

Building on their foundational understanding of risk management and the strategies refined through mentorship, Project Engineers now put their learning into action. They proactively identify potential risks in their projects, document them, and implement mitigation plans to ensure seamless project delivery. This approach is reinforced through Individual Development Plans (IDPs) and commitment trackers, ensuring that learning is not just theoretical but actively drives project success.

Programs That Accelerate Growth 

Beyond daily project work and collaboration, structured programs like Diksha and Elevate further reinforce Soliton’s culture of continuous learning, helping engineers expand their skill sets, take on new challenges, and grow beyond their immediate roles. 

For example, Diksha is a self-driven program that empowers engineers to take on self-initiated projects beyond their regular work, developing leadership, ownership, and strategic problem-solving skills. Through structured coaching sessions, exercises, and leadership checkpoints, participants develop their leadership skills while refining decision-making to tackle real-world challenges. Reflecting on his experience, Saravana, our Product Manager for Digital Test Solutions, shared:

“Diksha helped me see leadership as something I could practice, not just aspire to. It pushed me to set meaningful goals, take ownership, and create an impact beyond my daily work. The support from mentors and leadership along the way gave me clarity, direction, and the confidence to step up.”

Elevate is another program that supports Senior Project Engineers by equipping them to meet new job outcomes in their promoted roles. Through mentorship and structured learning, engineers gain clarity on new responsibilities and map out their career progressions. As Ramya Dhandapani, who was a part of the Elevate program, shared,

“As I reflected on my role within my project, I realized that growth isn’t just about taking on more work; it’s about recognizing opportunities to refine my skills and align with what’s next. This program helped me have that crucial conversation with my lead to define what growth means for me.”   

Together with daily project work and collaboration, these programs ensure engineers continuously apply and refine their skills meaningfully. 

L&D Team’s Effort in Building a Future-Ready Team 

The impact of this approach is seen in improved project execution, greater accountability, and an increase in new initiatives. As job roles and industry demands evolve, our Learning & Development (L&D) team continuously adapts learning strategies to align with future needs. Whether fostering expertise in GenAI, developing new role-based competencies, or strengthening leadership capabilities, these efforts help bridge the gap between individual aspirations and Soliton’s long-term vision. 

By ensuring learning remains a structured yet flexible process, we create an environment where engineers can develop the skills they need to succeed today and lead tomorrow.