This year, Training Industry celebrates 20 years of empowering learning leaders to advance the business of learning. Over the past two decades, we’ve seen firsthand what makes training work and what holds it back. From the early days of clunky eLearning to today’s AI-powered platforms, the evolution of learning and development (L&D) has been nothing short of transformative.
To mark this milestone, we’re reflecting on 20 insights that have shaped the profession and continue to define what it means to lead learning with impact today.
1. Time is one of the biggest barriers to learning for employees and managers.
Competing priorities, packed calendars and performance pressures make it difficult for learners to carve out time for development. Training must fit naturally into the flow of work, not compete with it.
2. Business alignment starts with understanding performance gaps, not with training requests.
When a stakeholder asks for “a course,” learning leaders should respond with a question: “What’s the performance goal?” A training needs assessment ensures L&D addresses the real issue, not just the symptom.
3. Good training solves problems. Great training solves business problems.
Programs that connect directly to strategic priorities elevate L&D from a support function to a driver of organizational growth.
4. Run L&D like a business, not a service.
Credibility grows when learning leaders can demonstrate ROI, manage budgets strategically and evaluate performance with the same rigor as other business units.
5. Without stakeholder buy-in, even the best learning initiatives will stall.
Engaging leaders early ensures alignment, commitment and access to the resources needed for success.
6. Business leaders care about results, not completion rates.
Metrics like participation and satisfaction matter, but they don’t tell the whole story. Learning leaders must connect outcomes to business impact to demonstrate real value.
7. True partnership is built on trust, not transactions.
Regular communication, shared goals and transparency in outcomes foster lasting collaboration between L&D and the business.
8. Visibility drives credibility and engagement.
Learners can’t benefit from training they don’t know exists. Promoting learning programs internally expands reach, strengthens influence and reinforces L&D’s strategic role.
9. Training can be a competitive advantage, but only when learners and leaders see its value.
When development is recognized as integral to success, learning becomes part of how the organization grows, not just something it does.
10. Learning isn’t an event — it’s a business strategy.
Treating learning as a continuous strategy, rather than a one-time event, equips employees to adapt, innovate and deliver sustained performance.
11. When training tries to serve everyone, it reaches no one.
One-size-fits-all programs rarely resonate. Personalization ensures learning meets diverse needs and drives meaningful results.
12. Using multiple training modalities boosts learning effectiveness.
Offering a variety of delivery methods supports different learning preferences and helps every learner engage in a way that works best for them.
13. The 70-20-10 model is a guideline, not a formula.
Learning happens through experience, social interaction and formal training. The key is intentionally designing experiences that align with both learner needs and business objectives.
14. Instructor-led training remains the cornerstone of L&D, but it’s just one tool in the toolbox.
The most effective learning experiences align delivery methods with the desired behavior change. Classroom training has its place, but impact comes from choosing the right approach for each goal.
15. Onboarding is critical for retention and engagement, yet often overlooked.
A thoughtfully designed onboarding program accelerates time-to-productivity, builds confidence and strengthens employee connection to the organization.
16. Asking the right questions is critical to your effectiveness as a learning leader.
Curiosity is more than a trait, it’s a strategy. Thoughtful questions build credibility, foster trust and open the door to innovative solutions.
17. Most L&D professionals don’t start with a traditional training background.
There are many paths into L&D, but the most effective learning leaders embody the growth mindset they promote, modeling curiosity, adaptability and lifelong learning.
18. High-performing L&D teams manage their portfolios like product lines.
They continuously evaluate offerings, retire outdated programs and reinvest in those that deliver the greatest impact. This approach keeps learning relevant, effective and aligned with organizational goals.
19. Programs fade, but culture sustains.
A strong learning culture drives continuous growth long after any single program ends. It’s the foundation that keeps learning alive and impactful.
20. AI won’t replace L&D, but teams that harness it will have the greatest impact.
By leveraging AI, L&D professionals can spend less time on administrative tasks and more time on what truly matters: fostering human connection, driving strategic alignment and creating learning experiences that deliver real business value.
The Future of Learning
As technology evolves and the workplace continues to change, learning will remain integral to business success. The insights we’ve gained over the past 20 years remind us that effective training isn’t just about tools or trends — it’s about people. The future of learning belongs to organizations that invest in growth, nurture curiosity and see development not as an obligation, but as a competitive advantage.
