L&D Strategy
Innovative approaches and best practices to drive both your organizational growth and employee development.
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Building high-performing teams: Is Netflix's “keeper's test” the answer?
What makes a high-performing team? Explore Netflix’s Keeper’s Test, current performance data and insights from Lattice’s Mollie Duffy.
Europe is losing the skills race. McKinsey's research shows why.
Europe’s skills gap is accelerating as AI transforms work faster than organizations can adapt. New research from McKinsey & Company and Lepaya reveals why leadership, ownership, and continuous upskilling are becoming critical to future competitiveness.
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3 skills to become a strategic L&D partner in 2026
Discover the three essential skills L&D leaders need to influence stakeholders, align learning with business strategy, and drive organizational performance in the age of AI.
How HR can bridge the leadership skills gap in the AI era
Pascal Struijk, Product Lead at Lepaya, highlights how HR can develop leaders encouraging teamwide AI adoption and translate AI ambition into valuable business outcomes.
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Taking ownership: Why autonomous accountability has become a top skill for 2026
As management layers disappear and remote work becomes standard, taking ownership has surged 40% to become a top-5 trained skill.
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How HR can measure impact: Wendy van Tol, PwC, on the ‘Theory of Change’
Wendy van Tol explains how HR leaders can use the Theory of Change framework to translate people initiatives into measurable business value.
Leading globally: Navigating the balance between local nuance and shared values
Global players must carefully determine where to strategically allocate resources to achieve the greatest return, balancing global standards with local relevance.
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From learning to leadership: How Sakura Finetek measured training impact through securing the leadership pipeline
Discover how Sakura Finetek Europe successfully designed and implemented a Leadership Foundation Program for new managers during organizational transformation, focusing on clear objectives, stakeholder buy-in, and measurable behavioral outcomes to secure their leadership pipeline.
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