When we first discussed the idea of turning the National Bank of Moldova (NBM) into a learning-oriented institution, we knew we had something ambitious on our hands. The NBM LearnOrgLab emerged as a three-year initiative designed to guide us toward a future in which continuous improvement, knowledge exchange, and personal growth become integral parts of our organizational culture.

Supported by the Center of Excellence in Finance and financed by partners such as the Ministry of Foreign and European Affairs of Slovenia, the Constituency Program of the Ministry of Finance of the Netherlands, and the Ministry of Finance of Slovenia, the NBM LearnOrgLab project sets out to reshape how we develop our people, refine our methods, and ensure that our institution not only keeps pace with change but actively embraces it. We are transforming into a place that values learning as much as stability, where staff members eagerly share insights and lessons learned, and where even discussions about financial stability might be sprinkled with the occasional reminder that embracing innovation can be our best ally.

As someone who has had the opportunity to experience both the Training of Trainers sessions and the critical and strategic thinking workshop, I have witnessed firsthand how the NBM LearnOrgLab project is changing the conversation about professional development at the National Bank of Moldova. These trainings have shown that it is possible to think more openly about our responsibilities, engage more creatively with our work, and challenge the assumptions we once took for granted. It is a subtle shift that begins with a willingness to question, listen, and learn from each other. It helps us realize that even in a bank, where precision and adherence to regulations are paramount, there is space for fresh perspectives, innovative thinking, and the kind of strategic insights that allow us to navigate an increasingly complex financial landscape. By fostering a mindset that values intellectual curiosity and critical reflection, these sessions are encouraging us to grow beyond our traditional boundaries and place learning at the heart of what we do.

One of the most remarkable changes has been how this learning-oriented mindset shapes our approach to challenges. We are learning not just to manage difficulties, but to view them as opportunities for growth. This approach is particularly valuable as the NBM continues to navigate the complexities of European integration, new technological realities, and evolving regulatory frameworks. Instead of relying solely on previously established expertise, we now see value in building new capabilities, developing leaders who can adapt, and creating knowledge-sharing networks within the institution. This does not mean our core principles have changed. Rather, by embracing learning as a continuous process, we are making sure that every member of the team feels equipped to contribute meaningfully, that every voice can be heard, and that we are all setting the stage for a more resilient and well-informed future

This shift aligns closely with our strategic objectives and the broader context in which we operate. As the NBM works toward harmonizing its practices with European standards and further integrating into the European community, the ability to learn continuously and share knowledge internally is a very important asset. By cultivating an environment that empowers staff to think critically, learn from diverse experiences, and remain open to best practices from other central banks and training organizations, we are enhancing our credibility and ensuring that we will stand on equal footing with our European peers. The strength of our institutional expertise comes not only from long-established practices but also from our willingness to evolve and embrace new ideas that help us meet international standards.

Looking ahead, the NBM LearnOrgLab initiative sets the foundation for many future possibilities. We are better positioned to develop new programs tailored to our evolving needs with a growing network of internal trainers, a culture that encourages deeper analytical thinking, and a shared understanding that learning can come from every interaction. We will continue to refine our internal frameworks, encourage dialogue, and align professional development activities with our long-term strategies. The trust we have gained by working closely with partners and colleagues around the region will support us as we move forward, ensuring that these efforts remain sustainable, productive, and relevant in the years to come. The NBM LearnOrgLab project is more than just another initiative or training series. It is a catalyst for lasting cultural change, an invitation to every employee and National Bank of Moldova member to see themselves as both contributors and beneficiaries of a shared learning journey. As these changes continue to unfold, I envision an institution that is agile, confident in its ability to handle complexity, and deeply committed to enabling its people to grow. That may be the greatest contribution of all – shaping an institution that not only fulfills its fundamental responsibilities with expertise, but also embraces learning as an essential, everyday practice that guides us toward a more integrated, informed, and dynamic future.