This is the era of the IVaIndustrial Revolution, after that of coal, that of oil and electricity, and that of knowledge of subatomic physics and knowledge generated extraordinarily and silently by the electronic revolution. Just as the post-modern does not have an adjective rich enough to describe and name itself, so the era has difficulty understanding and describing itself while living it.

The challenge to be faced, for the continuous creation of value, is that of one sharing of ends and a consensual choice of methodologies, variable over time, between the corporate culture, which arises in the history of the company and in the solution of the multiple problems that are encountered in achieving the final products or services, and e-learning, which often it is born elsewhere, in its own premises where the best methodologies and techniques of didactic training are studied and put in place.


It is within the corporate culture that the training process takes place.

If we added the training process tout court as an external juxtaposition, due to the need for growth, union agreements, the request for specific laws related to corporate security, we could hardly think of going a long way.

ManagerialCorporate culture and e-learning, although originating in different places, must achieve, in order for effective and desired results to occur, the condition proper to the systemic process, in which a circular determination develops through which corporate culture promotes and supports training, in its different forms, ensuring the growth continues of its members, both in terms of the necessary methodological knowledge and in terms of their internal (relational) dimension, and vice versa, e-learning promotes and supports the corporate culture urging its growth and continuous renewal, as is necessary in a world, such as the post-modern one, where growth is fast, continuous and necessary.

Every modern enterprise is considered a system in itself and, as such, the parts that make it up from design, production, to marketing no longer work as separate elements but in close contact and communication for a common goal, just as the parts of a system require, which must operate in a very close mutual interaction.
In many cases, the inclusion of e-learning within the systemic process itself is still missing, since the necessary communication of sharing of methods, knowledge and objectives is still often lacking in the necessary initial dialogue. it is a desirable element, but one methodological need to produce the best possible result. The introduction of e-learning as the purchase of an external product leads to a low efficacy effect.

It is within a true systemic union between corporate culture and e-learning that the correct is created synchronism of energies necessary, where there is a continuity, already partially present and born spontaneously (and therefore not measured), of an e-learning without e-learning that is transmitted in continuous exchanges of information between the people involved and active in the business growth process and sharing of objectives and methodologies, in an unlimited process of communication, exchange and production of knowledge, in addition to and alongside e-learning proper, which by necessity becomes an indistinct and inseparable part of the corporate culture.

The transmission and communication of knowledge and acquisitions takes place when the different teams in action operate supported by a corporate culture that knows promote research and the continuous growth, through synergic sharing methods, which, in the mutual exchange of skills and knowledge, and in the elasticity of the roles, generates a form of additional e-learning, where training is not isolated exclusively in individual acquisition spaces but is shared in daily work practices.

Cultural anthropologist Clifford Geertz says: "We are all suspended in networks of meaning", we need a context, also and above all in our work environment where we spend a large part of our day and our life, in which it is possible to clearly define not only objectives and methodologies, but also a meaning and sense clear for ourselves.

When corporate culture and e-learning fully achieve the synergy mentioned, these networks of meaning take shape and make everyone's activities bearers of growth and development, acquiring the meanings that are needed, in addition to those of production and the market. .

Industry 4.0 is the era of the internet of things, in which we will dialogue with our refrigerators and our medicine boxes will solicit and control us in their correct use, and shoes will be able to tell us which shorter path and how shorter it is. better than another, of Machine Learning (ML), where cars will be able to drive themselves, correctly and better than man interpreting the numerous information traced in a road route, and of artificial intelligence (AI) where machine intelligence it will soon replace what was once called man's own work. The challenge is enormous.

An industrial revolution, this like the others that preceded it, determines a strong expulsion from the world of work, but it also opens up new prospectives which lead to new professions of higher cognitive level.

The refinement of technological development is only one of the challenges that every company must face. The second challenge necessarily related to the continuous change of our times, is that development is possible through adequate growth qualitative and quantitative e-learning, which must grow not as an element juxtaposed to the company, and separate from it, but as a part internal and essential of the same culture that is produced in the productive and social action of each company that generates goods or services.