Learning That Moves the Business: Transforming the Modern L&D Function

Jessie Osborne, Vice President, Global Learning and Development, AML RightSource

High-Impact Learning: Measuring What Truly Matters

At its core, a high‑impact learning function measures outcomes and uses those insights to inform business decisions. Because ultimately, you should only be executing programs that impact business priorities. I always tell my team and the business, if we can’t measure it, then we aren’t going to put resources into it. This is important because it sets a clear boundary with the business that L+D is not just a ‘nice to have department’, it’s a ‘need to have department’. L+D’s #1 priority should always be continuous improvement of company performance.

Beyond measurement, several foundational attributes set these teams apart:

• Low turnover, preserving critical institutional knowledge within the L&D function and demonstrating strong leadership capabilities.

• Strong Training Net Promoter Scores (tNPS), consistently captured after every learning experience to assess both content and facilitation.

• A culture of innovation, where learning serves as a testing ground for new ideas and approaches.

• Robust feedback mechanisms, enabling continuous improvement.

• Deep understanding of cultural learning nuances, ensuring relevance and effectiveness of your content across diverse audiences.

Turning Learning Into a Strategic Business Lever

I approach every learning initiative as a product, with the organization as the customer. Each program must be designed to directly address a defined business need and developed in partnership with company leadership. Like any successful product, learning must be intentionally communicated and marketed to its audience.

Employees do not engage simply because training is mandatory—compliance does not equal commitment. It is the responsibility of L&D to clearly articulate the value of each development opportunity and demonstrate why it matters to the individual as well as the business.

The Leadership Capabilities That Define Modern L&D

First, L&D leaders must build strong relationships with business leaders. These partnerships are essential for gaining access to data, priorities and performance drivers—and without them, truly impactful learning is impossible.

Second, they must be innovative in how learning is measured. Measurement is rarely straightforward and must be tailored to the organization, requiring creativity and adaptability.

“These partnerships are essential for gaining access to data, priorities and performance drivers—and without them, truly impactful learning is impossible.”

Third, L&D leaders must clearly communicate the value of their function. In times of cost pressure, learning is often viewed as a “nice to have.” Leaders must be able to articulate what their programs deliver, what they cost and the return they generate.

Finally, exceptional emotional intelligence is non‑negotiable. L&D operates in a constant feedback loop and leaders—and their teams—must be highly skilled at both giving and receiving feedback to drive continuous improvement.

Personalization at Scale in the Age of AI

Today, scalability and personalization are no longer trade‑offs. Scalable AI tools make it possible to tailor learning through persona‑based experiences that align with individual needs while reaching the entire organization. The real work for L&D is building this capability intentionally into the function.

What must not be lost in scalable learning, however, is recognition. Motivation and performance are deeply tied to being seen and acknowledged. When employees invest time in developing skills that benefit both the business and themselves, leaders must recognize that effort. Create easy on-ramps for employees to showcase achievements and for leaders to celebrate them—whether through digital certifications on LinkedIn, public recognition, or formal ceremonies. These moments reinforce engagement, sustain momentum and make learning for performance matter.

Growing an L&D Function That Drives Performance

This question is best answered through the three stakeholders I consistently design for: my team, our employees and our sponsors.

My team: The most impactful work of my career has never been done alone. Strong L&D outcomes are built by diverse experts—of the business, operations, learning and culture—who are given autonomy, trust and space to do their best work. My role is to coach, challenge and helps scale their ideas, not to own them. When learning translates meaningfully into business impact, the credit belongs to the team.

Employees: Employees are the audience for everything we build. I invest time listening to how they articulate their needs, challenges and successes and I look for patterns in how work actually happens across the organization. Anticipating these needs—rather than reacting to them—is essential for creating learning that drives performance.

Sponsors: Sponsors—whether the board, the C‑suite, or shareholders—have clear expectations and decision‑making power. Meeting those expectations is table stakes. The real differentiator is the ability to clearly communicate L&D’s impact on the business. That capability shapes not only the function’s future, but the leader’s as well.

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