We want to end the era of 'training just for the sake of taking it'. Hue-ish develops 'TRANSFER', a new platform that applies science and AI to learning retention
For 'April Dream', Hue-ish Inc. announced the development concept of 'TRANSFER', a platform using AI to solve the issue of low learning transfer rates (10-20%) in corporate training.
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- 📰 Published: April 1, 2026 at 22:30
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Hue-ish Inc. (Headquarters: Shinjuku-ku, Tokyo, CEO: Saya Kanbara) is participating in "April Dream: April 1st is the Day of Dreams." This press release is the April Dream of Hue-ish Inc.
## Corporate training investment is hundreds of billions of yen annually. However, the reality is that it is "not used in the field"
The educational training expenses of Japanese companies amount to approximately 32,000 yen per person annually, totaling around 500 billion yen (Institute of Labor Administration "2024 Actual Condition Survey of Education and Training Expenses"). However, the percentage of knowledge and skills learned in training that are utilized in actual work—the so-called "transfer rate"—is said to be only 10-20% (Brinkerhoff, 2006).
**In other words, more than 80% of what is invested in training does not reach the field.**
This problem is particularly acute in training that encourages a shift in consciousness, rather than knowledge-cramming training like leadership training. Although post-course questionnaires show high satisfaction, there is no way to measure "how much behavior has actually changed in the field?" HR professionals struggle daily to explain the return on investment to management, as it is difficult to report anything beyond "we conducted the training."
## Are you experiencing these challenges?
- The post-training questionnaire gets high ratings. But 3 months later, when asked "What has changed?", participants cannot give a clear answer.
- Management asks to "show the cost-effectiveness of the training," but there is no quantitative data.
- Participants say "It was a good training," but their managers in the field say "I don't feel any particular change."
- You want to follow up after training, but there is no system or man-hours, and it ends up being a "one-off."
These are not problems with the training itself. The root cause is the absence of a "mechanism to bring learning back to the field and make it stick."
## Our Dream — Creating a world where "learning stays alive in the field"
Hue-ish is a company whose mission is to "deliver places and opportunities for people who lead change to let go, learn together, and practice."
In an era of increasing uncertainty, leaders driving change are required to have the ability to question past success experiences and common sense, and relearn. We aim to cultivate a soil in society that tolerates trial and error so that people can let go of assumptions and build the future starting from their own questions.
Among this, the dream we held. That is—
**To eliminate "training just for the sake of taking it" and create a world where learning continues to live and breathe in the field.**
The value of training should be questioned not in the classroom, but after the participant returns to the field. Rather than trying hard alone to "use what I learned," people learn together with peers and continue to grow through mutual feedback. Transforming through dialogue and practice—that chain reaction creates a new culture of transformation in the organization.
Believing this, we are developing "TRANSFER".
## Corporate training investment is hundreds of billions of yen annually. However, the reality is that it is "not used in the field"
The educational training expenses of Japanese companies amount to approximately 32,000 yen per person annually, totaling around 500 billion yen (Institute of Labor Administration "2024 Actual Condition Survey of Education and Training Expenses"). However, the percentage of knowledge and skills learned in training that are utilized in actual work—the so-called "transfer rate"—is said to be only 10-20% (Brinkerhoff, 2006).
**In other words, more than 80% of what is invested in training does not reach the field.**
This problem is particularly acute in training that encourages a shift in consciousness, rather than knowledge-cramming training like leadership training. Although post-course questionnaires show high satisfaction, there is no way to measure "how much behavior has actually changed in the field?" HR professionals struggle daily to explain the return on investment to management, as it is difficult to report anything beyond "we conducted the training."
## Are you experiencing these challenges?
- The post-training questionnaire gets high ratings. But 3 months later, when asked "What has changed?", participants cannot give a clear answer.
- Management asks to "show the cost-effectiveness of the training," but there is no quantitative data.
- Participants say "It was a good training," but their managers in the field say "I don't feel any particular change."
- You want to follow up after training, but there is no system or man-hours, and it ends up being a "one-off."
These are not problems with the training itself. The root cause is the absence of a "mechanism to bring learning back to the field and make it stick."
## Our Dream — Creating a world where "learning stays alive in the field"
Hue-ish is a company whose mission is to "deliver places and opportunities for people who lead change to let go, learn together, and practice."
In an era of increasing uncertainty, leaders driving change are required to have the ability to question past success experiences and common sense, and relearn. We aim to cultivate a soil in society that tolerates trial and error so that people can let go of assumptions and build the future starting from their own questions.
Among this, the dream we held. That is—
**To eliminate "training just for the sake of taking it" and create a world where learning continues to live and breathe in the field.**
The value of training should be questioned not in the classroom, but after the participant returns to the field. Rather than trying hard alone to "use what I learned," people learn together with peers and continue to grow through mutual feedback. Transforming through dialogue and practice—that chain reaction creates a new culture of transformation in the organization.
Believing this, we are developing "TRANSFER".