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Toward the construction of a new paradigm in teacher education in a globalized and digitalized society where it is intended to value knowledge and teacher professional development sustained by collaboration and cooperation, training policies and models based on technology-enhanced active learning will be required. This chapter aims to analyze the dimensions that can affect these training models within a new educational paradigm, at the level of professional development and increase of technological skills, collaborative processes for the creation of communities of practice, and promotion of active learning that contribute to innovative hybrid environments and transformative learning. In the Covid-19 post-pandemic, it is crucial to study and mobilize the experiences developed in the educational field exploring how these can be harnessed to build this new educational paradigm. This work aims to contribute with a reasoned reflection and insights concerning learning models and methodologies in teacher education that contribute to transformative active learning. Focusing on the link between preservice and in-service teacher education, the interrelation among teacher education and evaluation, and the construction of innovative technology-enhanced learning environments, for instance through the active training model.

Entrepreneurship education is being taught to undergraduates in tertiary institutions and fresh graduates in youth programmes to encourage start-ups and create employment as a strategy to stem youth unemployment. As such, entrepreneurship education programmes are expected to include rigorous processes of programme design, implementation and evaluation so as to achieve changes in behaviour, attitude and action of participants measureable in terms of start-up and jobs created. Two entrepreneurship education programmes implemented in Nigeria are evaluated to ascertain the level of effectiveness in design, implementation and evaluation and the outcomes in terms of start-ups and employment created. Research methods adopted in the two programmes combine observation techniques with content analyses, action research in case study and focus group interviews. In addition, test-retest techniques in a quasi-experimental design, with a structured questionnaire is adopted in programme number two only. The findings are that while it is suspected that the design stage is jumped in programme number one, in programme two, the design is poorly done. Implementation is ineffective in the two programmes because objectives did not arise from programme design as they ought to and evaluation methods are inappropriate and so ineffective. The recommendations include review of the design of the two programmes to generate appropriate and measurable objectives; adopting implementation strategies that will achieve the measurable objectives generated from revised programme designs and adopting appropriate evaluation techniques that has capacity to measure outcomes and impact in addition to outputs.

Purpose: The business world has become more turbulent than ever. Organisations must be proactive to meet the challenges of the increasingly disruptive, dynamic, and unpredictable world. One technique that has supported leaders and organisations under challenging circumstances is ‘backcasting’, which works by envisioning a desirable future state and then working backwards to attain it. The current study aims to extend an understanding of the backcasting practices and strategic approaches that can be used by leadership teams in different industries in order to survive in turbulent times and can be adapted within and beyond any pandemic.

Methodology: The research employs a desktop research method to review and compare the most commonly used strategies that leaders from different sectors can use for their respective organisations to thrive in the VUCA world.

Findings: There needs to be more research on the applicability and relevance of backcasting that the leaders of different sectors can employ. The study would provide insights that would bridge the existing research gap and come up with suitable strategies that can be employed for dealing with VUCA challenges in the Indian context.

Significance: The outcome of the study will be helpful to the leaders in designing and aligning ‘out of the box’ backcasting strategies to survive in the highly disruptive world.