Beyond L&D: What It Means to Own Learning in Your Line of Business

Nine in ten global enterprises are expected to face critical skills shortages in 2026, according to IDC. For functional leaders, that pressure is already surfacing in everyday work. Teams might have only one expert on a topic that everyone routes questions through, creating bottlenecks. Or, projects stall when too few people are equipped with the skills required to get the work off the ground. 

While great for ensuring continuous learning happens across the organization, centralized learning strategies can often miss the skills urgency some business units might run into throughout the year. Business leaders who are working with their HR and Learning & Development teams and encouraging their teams to develop key skills are the leaders seeing the strongest performance outcomes.

In Beyond L&D: What It Means to Own Learning in Your Line of Business, explore what it looks like when functional leaders take an active role in building the capabilities their teams need. You’ll find:

• How to define ROI in operational terms and use skills data to advocate for targeted investment
• The three mistakes functional leaders most commonly make with learning — and how to avoid them
• How skills requirements are evolving across IT, finance, and marketing, and what each function needs to keep pace
• What owning learning in your line of business actually looks like in practice