In post‐industrial workplaces, training can be theorised as a ‘technology’ that controls the systematic organisation of knowledge. Training is more than a symbol of the shift in the location of labour in relation to commodity production. Training does not ‘simply’ upskill workers. It can and does enable new forms of control and surveillance over them. Training for post‐industrial work thus has a disciplinary agenda and this is rarely surfaced. We argue that training as a significant site and set of practices in the design of corporate culture is a technology for designing employees.