Wayne Rooney and the best teacher I ever had
July 12, 2026
Interactive E-learning: Everything You Need To Know
Table of contents
- What is interactive e-learning, and why does it outperform traditional courses?
- Interactive e-learning vs passive e-learning: what’s the difference?
- Types of interactive e-learning
- The science behind why interactive e-learning works
- Where interactive e-learning works best
- What does interactive e-learning cost?
- How to commission interactive e-learning: where to start
- Conclusion
- Sources and further reading
What is interactive e-learning, and why does it outperform traditional courses?
Most online training follows the same pattern. A slide appears, some text is read aloud or left for the learner to work through, a multiple choice question confirms they were paying attention, and they click next. Repeat for twenty minutes. Complete the assessment. Receive a certificate.
It works, in the sense that it can be finished. Whether it actually changes how someone behaves in the field, how they respond under pressure, or how they approach a situation they have never encountered before is a different question entirely, and one that a surprising number of training programmes never really answer.
Interactive e-learning starts from a different premise. Rather than presenting information for learners to absorb and repeat back, it places them inside the learning experience. They make decisions. They navigate consequences. They encounter realistic scenarios that ask them to apply judgement rather than recall a fact. The content responds to how they engage with it, which means two people can move through the same module and have meaningfully different experiences based on the choices they make.
This is not a cosmetic distinction. The gap between training that is experienced and training that is completed has real consequences for organisations, particularly those operating in high-stakes environments where the quality of someone’s decision-making genuinely matters. Getting that gap wrong in sectors like health and safety, humanitarian response, or regulatory compliance is not just a wasted budget, it is a risk.
This guide covers what interactive e-learning actually is, the different forms it takes, the science behind why it outperforms more passive approaches, and what commissioning it looks like in practice. If you are an L&D professional evaluating your options, or an organisation that suspects your current training is not landing the way it should, this is where to start.
Interactive e-learning vs passive e-learning: what’s the difference?
The distinction sounds straightforward but is worth unpacking properly, because the word “interactive” gets used loosely in the e-learning industry. A course built in Articulate Storyline with clickable tabs and a drag-and-drop activity at the end will often be described as interactive. Technically, it involves interaction. But the learner is still largely a passenger: the content moves forward, they confirm they have seen it, and the course ends the same way regardless of who is taking it or what choices they make along the way.
Genuine interactivity means the learning experience changes based on what the learner does. It means their decisions have consequences within the course. It means they are not just receiving information but practising with it, which is a fundamentally different cognitive experience.
Passive e-learning, at its core, is a delivery mechanism. It gets content in front of people efficiently. It is relatively straightforward to produce, familiar to most organisations, and easy to deploy at scale through a learning management system. For certain types of information, particularly straightforward compliance updates or simple procedural knowledge, it can be perfectly adequate.
The problem arises when passive formats are applied to learning outcomes that require behavioural change, genuine understanding, or the ability to perform well under pressure. Telling someone how to handle a difficult conversation with a colleague is not the same as putting them in a simulated version of that conversation and asking them to navigate it. Reading about the warning signs of a safety incident is not the same as being placed in a video environment and asked to identify them in real time. The format shapes what kind of learning is actually possible.
There is also the question of engagement, which has direct practical consequences. Drop-off rates in passive e-learning courses are well documented. When a learner has no meaningful role to play in a course beyond progressing through it, attention drifts quickly. Research from the Nielsen Norman Group on attention and digital content consistently shows that passive consumption leads to significantly lower retention than formats that require active participation and decision-making.
The CIPD, one of the most authoritative bodies on workplace learning in the UK, has consistently highlighted the gap between training completion and genuine behaviour change as one of the central challenges facing L&D teams. Interactive formats, particularly those built around realistic scenarios with meaningful consequences, are one of the more evidence-backed responses to that challenge.
The difference, in practical terms, is not just about learner experience. It is about whether the training achieves what it was commissioned to achieve.
Types of interactive e-learning
Branching scenario videos
Branching scenario videos place the learner at a decision point within a realistic, filmed situation and ask them to choose what happens next. Each choice leads to a different path through the content, revealing different information, different consequences, and sometimes a very different outcome. The learning happens not just through the content itself but through the experience of making a decision and living with the result of it.
This format is particularly effective because it mirrors the way real situations actually unfold. In most professional environments, the quality of an outcome depends not on whether someone read the right policy document but on whether they made the right call in the moment. Branching scenarios train for that moment directly.
The range of contexts where this works is broader than many organisations initially assume. At one end of the spectrum, branching videos can handle relatively light cultural and behavioural learning with warmth and even humour. As an example, a graduate onboarding programme for Deloitte in which new starters were placed in a series of recognisable office situations and asked to decide how to respond. The scenarios were written with a deliberately light touch, including one involving an ill-timed sneeze and a senior partner’s tie, but each comedic moment was anchored to a genuine behavioural point about professional conduct. The humour made the content memorable and shareable, and the interactivity ensured that learners were actively engaging with the underlying message rather than passively watching it go by.
At the other end of the spectrum, the same format can carry genuinely high-stakes content in contexts where the consequences of poor decision-making are serious. We worked with IOM, a subsidiary of the United Nations, on a series of interactive training modules for humanitarian professionals working in housing, land, and property rights in conflict-affected regions. In one module, learners were placed in a field scenario and asked to decide which areas to visit, which people to speak with, and in what order. Their choices shaped the information available to them, and crucially, withheld information they had not sought out. A learner who missed a conversation with the right community elder might proceed without knowing that the land in question was subject to an ongoing ownership dispute, information that would prove decisive later. The simulation recreated, as closely as a video format can, the reality that field decisions are made under incomplete information, and that what you choose to investigate shapes what you are able to know.
A second module in the same series centred on a fictional case study of a woman named Nadya. Widowed and living with a disability, she faced a challenge to her right to remain on family land from local elders who argued she would be unable to farm or make productive use of it. The learner’s role was to build a legal and ethical case on her behalf, selecting arguments, gathering evidence, and making decisions about how to present the case. The choices made throughout shaped the strength of the final outcome. If the case was lost, Nadya lost her home. That consequence was shown, not implied, and it was deliberately confronting. The intention was to ensure that professionals working in HLP contexts understood, viscerally rather than theoretically, the human stakes attached to the decisions they make every day.
Branching scenario videos work across sectors and tonal registers. What they share, whether the subject is graduate onboarding or humanitarian field practice, is a fundamental commitment to putting the learner in the situation rather than describing it to them.
Gamified e-learning modules
Gamification in elearning is one of those terms that has been stretched to cover almost anything involving points or a progress bar. Used properly, it means something more specific: the application of game mechanics to learning content in ways that increase engagement, reinforce understanding, and create the kind of active recall that supports long-term retention. The game element is not decorative. It is the mechanism through which the learning actually happens.
The reason gamification works is rooted in how the brain responds to challenge, feedback, and reward. When a learner is asked to perform a task, receives immediate feedback on whether they got it right, and experiences a small sense of achievement when they succeed, the learning is consolidated in a way that reading or watching simply does not replicate. The stakes are low enough to feel safe, but the feedback loop is tight enough to be genuinely instructive.
This makes gamified elearning particularly effective for content that requires learners to apply knowledge rather than simply hold it. Recalling a fact in a quiz is one thing. Performing a task correctly under a degree of pressure, and understanding immediately why a wrong answer was wrong, builds a different and more durable kind of competence.
We worked with Crew Room, an initiative designed to introduce young people to careers in the television industry, on a programme covering around ten roles that young people might not have previously considered for themselves: broadcast engineering, sound, producing, camera operation, running, and others. Each role had its own module structured around a hub: an introduction from a presenter, a Q&A with an industry professional, and a gamified assessment specific to that role. The assessments were built around the actual skills and judgements involved in each job. Learners lining up a camera shot were working with a real framing task. Those identifying lighting errors in a scene were applying genuine technical criteria. The sound matching exercise asked them to connect audio to the correct visual context. The games were not arbitrary: they were compressed versions of what someone in that role actually does, which made them both more engaging and more instructive than a standard knowledge check would have been.
A very different application of the same principles appeared in work we produced for Salus, a health and safety training provider. Learners were placed inside a fictional environment, Dinosaur Park, and asked to identify potential barrier failures across the site. The scenario was deliberately immersive and slightly absurd, which made it more memorable, but the underlying task was serious: spotting genuine safety hazards across a complex environment requires the same observational skills whether the setting is a theme park or an industrial facility. Once learners had identified the hazards, they were asked to categorise each element into the correct safety terminology, reinforcing not just the identification but the conceptual framework behind it. The two-stage structure meant learners first had to notice, then had to understand, which is a more complete learning cycle than either activity would have produced alone.
For Big Green Egg, a premium outdoor cooking brand, we developed a product training programme aimed at resellers who needed to understand the product thoroughly enough to sell it with confidence and accuracy. Throughout the course, learners were prompted to engage with game-based activities including building the egg correctly in the right sequence, rapid-fire pop quizzes on product knowledge, and other interactive tasks tied to specific product features. The format suited the subject matter well. Reseller training often struggles with engagement because it sits somewhere between marketing material and technical instruction, and passive formats rarely hold attention long enough to build the kind of deep familiarity that supports genuine sales conversations. Gamified interactivity gave learners a reason to engage actively with product detail they might otherwise skim.
Perhaps the most distinctive application in this area was a civic engagement programme we produced for the Audit Chamber of Sint Maarten. The challenge was not traditional workplace training but public education: helping residents understand how their government actually works across areas including procurement, road tax, and public finance. The interface was built around a map of the island, with different zones representing different areas of government. Learners could navigate between worlds, read information relevant to each area, and then engage with activities that asked them to apply what they had just read. In some worlds, that meant completing an audit themselves. In others, it meant working through a procurement process step by step. The gamified structure transformed what could easily have been dry civic information into something that felt genuinely explorable, and the active tasks ensured that engagement with the content went beyond passive reading.
Across all four of these projects, the gamification serves the same underlying function: it creates a context in which learners have to do something with the knowledge, not just receive it. That doing, and the immediate feedback that follows, is where the learning actually lands.
Video hubs
Not all learning happens in a single linear session, and not all training content works best when it is locked into a fixed sequence. Video hubs take a different structural approach: rather than guiding a learner from start to finish through a predetermined path, they bring together multiple resources in one accessible, navigable environment and let learners move through them in the order that suits them.
A hub might contain video modules, written guides, quizzes, games, downloadable PDFs, contact information, live RSS feeds, or links to external microsites, all organised under a single interface with a clear menu structure. The experience is closer to a resource centre than a traditional course, which makes it particularly well suited to ongoing reference material, onboarding programmes where different people need different things, or training that is designed to be returned to over time rather than completed once.
The McDonald’s franchisee training programme is a widely referenced example of the format done well. Learners can access modules in any order they choose, revisiting specific areas as needed without being forced back to the beginning. The interactivity is not the point in the way it is in a branching scenario: what the hub format provides is accessibility, flexibility, and a single location for everything a learner might need. For large organisations managing training across many locations and roles, that structural clarity has real practical value.
Crew Room, the television industry careers programme we produced, used a hub structure to bring together a genuinely varied set of content types within each role module. Learners could access introductory videos from a presenter, sit down Q&As with working industry professionals, and gamified skill-based assessments, all from the same starting point and in whatever order felt right to them. The hub meant the programme could hold content of very different kinds, and tone, without those elements feeling disconnected from each other.
The flexibility of the format is one of its strongest arguments. Because a hub is essentially a container, it can be updated and expanded without rebuilding the course from scratch. New modules can be added, resources swapped out, and live feeds kept current, which makes it a practical long-term solution for organisations whose training needs evolve regularly. For L&D teams managing content across multiple subject areas or audience types, a well-built hub can consolidate what might otherwise be a scattered collection of resources into something learners actually want to return to.
Simulations and role-play
Simulations represent the point at which interactive e-learning comes closest to the real experience it is preparing people for. Where branching scenarios ask learners to make decisions and observe the consequences, simulations ask them to perform, to take on a role, exercise judgement under pressure, and be accountable for the outcome in a way that feels genuinely consequential. For subject matter where the cost of getting it wrong in the real world is high, that distinction matters enormously.
The format is particularly well suited to professional contexts where competence cannot be demonstrated by recalling information but only by applying it correctly in a live situation. Advocacy, crisis response, clinical practice, humanitarian fieldwork: these are environments where knowing the theory and being able to act on it are two very different things, and where the gap between them can have serious consequences for real people.
We produced a simulation for IOM centred on human rights advocacy, set in a fictional country where a large number of migrants were being held in detention facilities. Learners were placed in the role of a human rights professional and tasked with moving through the scenario, identifying breaches of international human rights law, building a case, and then arguing it. The fictional setting was deliberate: it allowed the content to draw on real legal frameworks and genuine field conditions without being tied to a specific political context, which made it usable across a wide range of professional backgrounds and geographies. The advocacy element was particularly important because it required learners not just to identify what was wrong but to construct and communicate an argument, a skill that is almost impossible to develop through passive training alone.
A second project, developed in partnership with UNHCR, UNICEF, and IOM, took a multi-strand approach to simulating accountability in humanitarian response. The programme covered four distinct scenarios, each representing a different operational context: a call centre in Yemen, a support and response team in Ukraine, a medical response team in Central Africa, and a field team in Venezuela. In each scenario, learners took on a specific role within the team and were given real operational decisions to work through, with accountability as the central focus throughout. The multi-strand structure meant the programme could reflect the genuine diversity of contexts in which humanitarian professionals operate, while the role-based framing ensured that learners were not passive observers of a situation but active participants responsible for the outcome. The decisions were drawn from real accountability frameworks, which meant the learning had direct practical application for professionals already working in those environments.
Both of these examples sit at the more complex end of the simulation spectrum, where the content itself demands that level of immersion. But simulation does not always require that kind of scale or subject matter weight to be effective. Lifesaver, a resuscitation training programme produced externally and widely regarded as one of the most effective examples of simulation-based e-learning, demonstrates what the format can achieve when it is built around a single high-stakes physical skill. The programme follows four separate stories in which the learner must respond to someone experiencing a cardiac emergency. Some scenarios require the learner to work through the steps of assessing vital signs. Others focus on how to communicate with emergency services clearly and effectively under pressure. The most technically demanding scenario requires the learner to perform CPR directly, pressing the spacebar or clicking in time with the correct rhythm, sustaining that rhythm for the duration required. There is no narration telling them whether they are doing it right. The feedback is in the simulation itself: maintain the correct rhythm and the patient responds, lose it and the consequences are immediate. It is, as closely as a screen-based experience can replicate it, the actual physical and cognitive experience of performing resuscitation, and the learning it produces reflects that.
What these three examples share, across very different subject matters and production scales, is the same underlying principle: the learner is not watching someone else navigate a difficult situation, they are in it. That shift in position, from observer to participant, is what makes simulation the most demanding and most effective format in the interactive e-learning toolkit when it is applied to the right kind of content.
The science behind why interactive e-learning works
The forgetting curve
The starting point for most conversations about learning retention is Hermann Ebbinghaus, a nineteenth century psychologist whose research into memory produced one of the most cited and most practically relevant findings in the history of learning science. Ebbinghaus demonstrated that without reinforcement, people forget a significant proportion of newly learned information within the first 24 hours, and that the rate of forgetting accelerates in the period immediately after learning before gradually levelling out. The implication for training is uncomfortable: a learner who completes a course on a Friday afternoon and returns to their role on Monday has already lost a substantial portion of what they were taught, regardless of how well the course was designed.
The response to the forgetting curve is not simply to repeat content more often. It is to create the conditions under which memory consolidation actually happens during the learning experience itself. Active retrieval, the process of recalling and applying information rather than simply receiving it, is one of the most robustly evidenced mechanisms for strengthening long-term memory. When a learner makes a decision in a branching scenario, identifies a hazard in a simulated environment, or has to reconstruct a process in the correct sequence, they are engaging in active retrieval. The learning is being practised, not just presented, and that practice creates a memory trace that is significantly more durable than passive exposure alone.
Active learning and cognitive engagement
Research published by the National Training Laboratories and widely referenced across the L&D field suggests that passive learning methods, including lecture-style content and reading, produce notably lower average retention rates than practice-based and interactive approaches. While the specific percentages associated with the so-called “learning pyramid” have been debated in academic literature, the underlying principle is well supported: the more actively a learner is required to engage with material, the more likely they are to retain and apply it.
The Brandon Hall Group, one of the most authoritative research bodies in the corporate learning space, has consistently found in its annual learning and development benchmarking studies that organisations using interactive and scenario-based learning approaches report higher rates of learner engagement, better knowledge transfer, and stronger links between training activity and measurable performance outcomes than those relying primarily on passive formats.
Emotional engagement and memory
There is a dimension to interactive learning that goes beyond cognitive mechanics, and that is the role of emotional engagement in memory formation. Neuroscience research has established clearly that emotional responses strengthen memory consolidation. Experiences that carry emotional weight, whether that is the satisfaction of solving a problem correctly, the discomfort of making a poor decision and watching the consequences play out, or the genuine tension of navigating a high-stakes scenario under time pressure, are encoded more deeply than neutral information delivery.
This is why the Nadya case study described earlier in this piece works as a training tool in a way that a written guide to housing, land, and property rights never could. The emotional consequence of losing the case, and what that loss means for a real person in a real type of situation, is not incidental to the learning. It is the mechanism through which the learning becomes meaningful and lasting. Designing for emotional engagement is not about manipulation or drama for its own sake. It is about recognising that human beings remember experiences that mattered to them, and building learning content that earns that response through genuine stakes and authentic scenarios.
The role of feedback
One of the most consistent findings across learning science research is that immediate, specific feedback is a critical component of effective skill development. When a learner makes a decision and receives feedback quickly, whether through a consequence that plays out in a scenario, a score on a gamified task, or a clearly explained outcome following a wrong turn, the connection between the action and its result is reinforced in a way that supports both understanding and behaviour change.
Passive e-learning typically offers feedback only at the end of a module, in the form of a score or a pass/fail outcome. By that point, the specific decisions that led to the result are often difficult to isolate and reflect on. Interactive formats embed feedback into the experience continuously, which means learners are not just discovering at the end whether they understood the content but learning in real time from each choice they make throughout.
The CIPD’s research on learning effectiveness regularly highlights the gap between training completion and actual behaviour change as one of the central unresolved challenges in workplace learning. The evidence points consistently towards experiential, practice-based approaches as the most reliable way to close that gap, particularly for content that requires learners to perform well in complex, unpredictable, or high-pressure situations rather than simply recall a set of facts.
What this means in practice
For L&D professionals, the practical implication of all of this is relatively straightforward. The format of a training programme is not a neutral production decision. It is a learning design decision, and it has a direct bearing on whether the training achieves what it was commissioned to achieve. Interactive e-learning, built around active participation, realistic scenarios, meaningful consequences, and continuous feedback, is not a premium version of the same thing as a passive course. It is a different thing, designed to produce outcomes that passive formats are structurally unlikely to deliver.
Where interactive e-learning works best
Onboarding
The early weeks in a new role are cognitively demanding. New starters are absorbing large volumes of information about culture, process, systems, and expectations, often simultaneously, and often without much context for why any of it matters yet. Passive onboarding content, whether slide decks, long-form documents, or talking-head videos, tends to create an illusion of completion rather than genuine readiness. A new hire can work through an onboarding module in an afternoon and retain very little of it by the time they actually need it.
Interactive onboarding works differently because it places new starters in situations before they encounter them in reality. Branching scenarios that replicate real workplace decisions, hubs that allow people to explore information in the order that feels relevant to them, and gamified knowledge checks that surface gaps early all help accelerate the transition from new joiner to genuinely productive team member. The Deloitte graduate onboarding programme described earlier in this piece is a good illustration of how even relatively light interactivity can make cultural and behavioural learning land more effectively than traditional formats allow.
Health & Safety
Health and safety training has a compliance problem that the industry has largely learned to live with: completion rates are high, genuine understanding is often considerably lower, and behaviour change in the field can be lower still. When training is experienced as a checkbox exercise, it tends to produce checkbox behaviour. People learn to pass the assessment rather than to internalise the principles behind it.
Interactive e-learning changes that dynamic because it puts learners in the situation where the safety knowledge actually matters. Identifying hazards in a simulated environment, making decisions under time pressure, experiencing the consequences of a missed risk: these create a very different level of cognitive and emotional engagement than reading about the same scenarios in a slide deck. For industries where safety failures carry serious consequences, that difference is not a nice-to-have. It is the point of the training.
Humanitarian fieldwork
Field-based humanitarian work involves some of the most complex, high-pressure, and ethically demanding decision-making in any professional context. Practitioners routinely face situations where they must apply legal frameworks, navigate cultural dynamics, manage community relationships, and make judgements under significant uncertainty, often in environments where the consequences of a poor decision fall on some of the most vulnerable people in the world.
Simulation-based e-learning is particularly well suited to this context because it can replicate the texture of field decision-making in ways that classroom training and written guides cannot. As the IOM and UNHCR projects described earlier demonstrate, placing learners in realistic operational scenarios and asking them to perform rather than observe builds a kind of practical readiness that is difficult to develop through any other remote training format. For organisations whose field staff are dispersed across multiple geographies and cannot always access in-person training, interactive e-learning also solves a practical access problem while maintaining a high standard of learning quality.
Remote and isolated workforces
Workers on offshore oil platforms, commercial vessels, remote construction sites, and other isolated environments present a distinctive training challenge. They are often difficult to reach with in-person instruction, they may be working in high-risk conditions where the stakes of inadequate training are serious, and they frequently have periods of downtime in which training could in principle take place but in which engagement with low-quality content is minimal.
Interactive e-learning works well in this context for several reasons. It can be deployed remotely without requiring a trainer to be physically present. It holds attention more effectively than passive formats during periods when motivation to engage may be low. And for the kinds of procedural, safety-critical, and emergency response content that is particularly relevant to these environments, simulation and scenario-based formats build the kind of muscle memory and decision-making confidence that is genuinely difficult to replicate in a classroom.
Compliance and regulatory training
Compliance training has a reputation, largely deserved, for being dull. It is also frequently among the most important training an organisation delivers, covering areas like data protection, anti-bribery, financial regulation, and workplace conduct where the consequences of non-compliance can be serious and the organisation’s liability is directly affected by whether employees genuinely understand their obligations.
The problem with passive compliance training is that it tends to optimise for completion and documentation rather than understanding. Interactive formats, particularly those that place learners in realistic scenarios where they have to apply compliance principles to real decisions rather than simply answer questions about them, produce considerably stronger outcomes on both understanding and retention. They also create a more credible audit trail, because a learner who has successfully navigated a complex compliance scenario has demonstrated something more meaningful than a pass mark on a multiple choice test.
Customer-facing and sales roles
Effective performance in a customer-facing or sales role depends on a combination of product knowledge, communication skill, and the ability to read and respond to a situation in real time. Those are not qualities that can be developed by reading a product manual or watching a presentation about sales technique. They require practice, and interactive e-learning can provide a structured, low-risk environment in which that practice happens before it is needed in front of a real customer.
Branching scenarios that replicate difficult customer conversations, gamified product knowledge modules that build familiarity through repetition and challenge, and simulation-based objection handling exercises all address the gap between knowing what to do and being able to do it under pressure. The Big Green Egg reseller training programme is a practical example of how product knowledge can be made genuinely engaging and memorable through interactive formats, rather than delivered as information that resellers are expected to absorb and somehow retain.
Cybersecurity and IT security awareness
Cybersecurity training is one of the areas where the gap between passive and interactive formats has the most direct measurable consequences. Phishing attacks, social engineering, and poor data handling are human problems as much as technical ones, and the research consistently shows that telling people what to look out for is far less effective than putting them in simulated situations where they have to recognise and respond to a threat in real time.
Interactive cybersecurity e-learning typically places learners inside realistic scenarios: a suspicious email arrives, a colleague makes an unusual request for access credentials, a system behaves unexpectedly. The learner has to decide how to respond, and the consequences of their decision play out immediately. That kind of experiential learning builds the pattern recognition and instinctive caution that genuinely reduces organisational risk, in a way that a slide deck about password hygiene reliably does not.
Diversity, equity and inclusion
DEI training is an area where the limits of passive e-learning are particularly visible. It deals with complex, often emotionally charged subject matter where surface-level awareness is rarely sufficient, and where the goal is not just understanding but a genuine shift in perspective and behaviour. It is also an area where poorly designed training can actively backfire, generating resentment or cynicism rather than the reflection and openness it is intended to produce.
Scenario-based and role-play formats are well suited to this challenge because they ask learners to engage with situations from perspectives they may not have considered before, to make decisions and observe their consequences, and to develop empathy and understanding through experience rather than instruction. The format creates the conditions for genuine reflection rather than performative completion.
Leadership and management development
Leadership development has long relied on experiential learning because the skills it is trying to build, navigating difficult conversations, making decisions under uncertainty, managing competing priorities and stakeholder relationships, are ones that can only really be developed through practice. Interactive e-learning brings that experiential approach into a scalable, accessible format that can reach managers across an organisation without requiring them all to attend the same residential programme.
Simulation-based leadership scenarios, branching conversations that replicate the dynamics of a difficult team situation, and role-play exercises built around realistic management challenges all build the kind of practical judgement and interpersonal confidence that classroom instruction alone cannot reliably produce.
What does interactive e-learning cost?
Standalone learning games and interactive elements
If you already have an existing course and want to integrate a single interactive element into it, commissioning a standalone learning game or activity from an interactive e-learning agency is a practical and relatively accessible option. This might be a mix and match exercise, a spot the issue scenario, a timed-click activity, or a contained simulation built around a specific learning outcome. Depending on the complexity of the interaction and the level of design involved, this kind of work typically falls in the region of £3,000 to £6,000. For organisations that want to enhance existing content without rebuilding it from scratch, this is often a sensible starting point.
Full modular courses
For a complete interactive e-learning programme, the cost is shaped by three main factors: whether the course involves original story-driven video content, how long the programme is, and how deep the interactivity goes throughout.
Presenter-led modular courses, where a host or subject matter expert guides learners through the content with interactive elements built around that structure, tend to sit in the region of £15,000 to £20,000. These are well-suited to knowledge-heavy subjects where a credible on-screen voice adds authority, and where the interactivity supports rather than drives the narrative.
Story-driven courses, where the learning is embedded in a scripted scenario with filmed characters, branching decisions, and consequences that unfold through the narrative, require considerably more in terms of both creative development and production. These typically range from £30,000 to £45,000, reflecting the scriptwriting, filming, and interaction design involved in building something that functions both as a piece of content and as a genuine learning experience.
Beyond that, fully immersive programmes with high production values, multiple scenario strands, complex branching architecture, or bespoke game mechanics can extend well above that range. The projects we have produced for IOM, UNHCR, and UNICEF sit at this end of the spectrum, where the complexity of the subject matter and the depth of the simulation required a level of creative and technical investment that reflects the stakes involved.
How we approach budget
Production value matters, but it is never the starting point. The right question is always what the learning needs to achieve, and the format and budget follow from the answer to that question. A high-budget immersive simulation is the right solution in some contexts and an unnecessary one in others. Part of what a good interactive e-learning agency brings to a project is the experience to know the difference, and the commitment to find the most cost-effective way to achieve the outcome rather than defaulting to the most elaborate one. If you have a budget in mind and are not sure what it can realistically deliver, the most useful thing to do is have that conversation early. A clear brief and an honest budget discussion at the outset leads to better work than a scope that expands under pressure halfway through a project.
How to commission interactive e-learning: where to start
Building it yourself: platforms and authoring tools
The most accessible entry point for organisations wanting to produce elearning in-house is a dedicated authoring tool. Articulate Storyline and Articulate Rise are the most widely used in the corporate space. Thinkific, Teachable, and similar platforms are popular for organisations delivering learning commercially or to external audiences. Adobe Captivate sits at the more technical end of the self-build market.
These tools are genuinely useful for what they are designed to do. They allow L&D teams to produce structured, navigable courses without needing to write code, and they integrate with most learning management systems without significant technical friction. Pricing varies: Articulate 360, which includes both Storyline and Rise, runs at roughly £1,100 to £1,400 per user per year. Thinkific and similar platforms operate on tiered subscription models starting from free up to several hundred pounds per month depending on the features and audience size you need.
The limitation is not the tools themselves. It is what they are structurally capable of producing. Courses built in Articulate or Rise, however well designed, tend to follow the same fundamental pattern: content is presented, the learner progresses through it, a knowledge check confirms completion. The interaction is surface level. The learner has no real agency over what happens. There is no story driving the experience, no consequences that feel meaningful, and no mechanism for the kind of active recall and emotional engagement that the science discussed earlier in this piece consistently identifies as the conditions under which real learning happens.
Put simply, these platforms make it easier to produce passive elearning at scale. If that is what you need, they are a reasonable solution. If the goal is training that genuinely changes behaviour, builds confidence under pressure, or prepares people for complex real-world situations, the format has a ceiling that no amount of careful design within the platform will lift.
Commissioning through multiple suppliers
For organisations that want something more sophisticated but are not working with a fully integrated agency, the typical route is to assemble a team of specialist suppliers and manage the project across them. In practice this usually means identifying and committing to a platform first, then separately engaging an education consultant or instructional designer to develop the learning architecture and content, a video production company to handle filming and editing if the course involves original footage, and a developer with specific experience in your chosen platform to build the interactivity and deploy the finished product.
This approach can work, and for organisations with strong internal project management capacity and existing supplier relationships it is sometimes the right one. The challenges are coordination, consistency, and cost. Each supplier has their own process, timeline, and creative language, and keeping those aligned across a complex project requires significant oversight. The handoffs between content, production, and development are where quality most often slips, particularly when the suppliers have not worked together before. And the cumulative cost of engaging four separate specialist organisations, each billing independently, frequently exceeds what a fully integrated agency would charge for the same outcome with considerably less friction.
Working with a fully integrated interactive e-learning agency
The most straightforward route to genuinely interactive e-learning, and the one most likely to produce a coherent, effective result, is working with an agency that can handle the entire process under one roof: learning design, scriptwriting, video production, animation, interaction design, development, and hosting.
Very few agencies operate across all of those disciplines without subcontracting significant portions of the work. The ones that do offer something meaningfully different: a single creative and strategic vision running from the initial brief through to the finished experience, with no quality lost in translation between teams, no coordination overhead for the client, and a genuine understanding of how each element of the production serves the learning outcome.
At Rebel Rooster, we work end to end across all of those disciplines in-house. We are also platform agnostic, which means we are not tied to recommending a particular authoring tool or hosting environment because we have a commercial relationship with it. We typically build using our own authoring tool and deploy without a subscription-based hosting model, which means clients retain full control over their content without ongoing platform costs eating into the long-term value of the investment.
Critically, we also bring learning and education specialists into every project from the start, not just creatives and technicians. The difference between interactive content that looks impressive and interactive e-learning that actually achieves its learning outcomes is a question of learning design, and that expertise sits at the centre of everything we produce.
If you are at the early stages of exploring what interactive e-learning could look like for your organisation, the most useful starting point is a conversation about what you are trying to achieve. The format, the platform, and the budget all follow from that. Get in touch and we can help you work out what the right approach looks like for your specific context.
Conclusion
Interactive e-learning is not a trend or a premium upgrade on what organisations are already doing. It is a fundamentally different approach to training, one grounded in decades of research into how people actually learn, retain information, and change their behaviour as a result of a learning experience.
The format works across sectors, budgets, and subject matters, from graduate onboarding to humanitarian fieldwork, from health and safety compliance to leadership development. What the best examples share is not production value or technical complexity but a genuine commitment to placing the learner inside the experience rather than in front of it, and to designing for outcomes rather than completion.
For L&D teams evaluating their options, the central question is not whether interactive e-learning is better than passive e-learning in the abstract. It is whether the training you are commissioning needs to change how people behave, perform, and decide in real situations. If it does, the format you use to deliver it matters more than almost any other production decision you will make.
Sources and further reading
- Ebbinghaus, H. (1885). Über das Gedächtnis — the foundational research behind the forgetting curve, widely cited in learning retention literature
- CIPD — research on learning effectiveness, behaviour change, and workplace L&D benchmarking
- Brandon Hall Group — annual learning and development benchmarking studies on interactive and scenario-based learning outcomes
- Nielsen Norman Group — research on attention, engagement, and retention in digital content environments
- Learning and Work Institute — UK-based research on active participation and training transfer
- National Training Laboratories — research on learning retention rates across passive and active learning methods
