Solve business problems or become obsolete: Caner Akova’s vision of L&D's future

For years, Learning & Development has been seen as a training provider—tasked with delivering courses, upskilling employees, and ticking the compliance box. But that perception is changing. 

The most effective L&D teams today aren’t just educators; they’re problem solvers, business enablers, and strategic partners who help organizations close capability gaps, improve performance, and drive real business outcomes.

So how can L&D leaders make this transition? What strategies help them shift from being seen as a service provider to a true business partner?

We spoke with Caner Akova, L&D Manager at Olympus, to learn how understanding human behavior, motivation, and decision-making helps him influence stakeholders, secure executive buy-in, and embed learning into business strategy.

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Speaking the language of business

How can L&D leaders gain more influence within their organizations? 

To be effective, L&D must communicate in a way that resonates with business leaders. Too often, we use learning terminology that makes sense to us but doesn’t land with executives. Instead, I focus on behavioral economics and psychology—how we talk to people and ensure we’re not alienating them with L&D jargon.

We need to start with a simple question: What does the business need?

Right now, L&D has a unique opportunity. Many organizations assume that performance gaps stem solely from a lack of skills or knowledge. But in reality, capability issues are often tied to systems and environments—not just individuals.

Businesses could address many of these challenges on their own, but they often lack the time or perspective to do so. That’s where L&D plays a critical role: we step in, diagnose the problem, and do the heavy lifting—identifying not just what skills are needed but also how to create an environment where those skills can thrive automatically.

Our goal is not to disrupt business priorities but to support them in a way that drives measurable impact.

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Reframing L&D as a problem-solving function

What does it mean to be an L&D leader today?

L&D is about more than just delivering training—it’s about solving business problems. Training may be one solution, but often, performance challenges stem from broader structural or environmental issues.

The best L&D leaders take a consultative approach—not just rolling out learning programs but working closely with the business to uncover the real root causes of performance gaps.

What advice would you give to L&D professionals trying to secure executive buy-in?

The key is understanding that different stakeholders have different priorities. Instead of trying to sell them on “learning,” we need to show them how L&D directly impacts what matters to them:

• HR leaders care about turnover and retention—how can L&D improve career growth and engagement? 
• CFOs focus on financial outcomes—how does L&D drive cost efficiency or revenue growth?
•  Operations and product leaders prioritize efficiency—how does L&D support productivity and performance?

By framing L&D’s value through their lens, we move from being perceived as just a training provider to being seen as a critical business partner.

That’s also why I recommend starting small. Instead of pushing for large-scale transformation immediately, focus on small, high-impact changes—dedicating just 2-5% of time to initiatives that demonstrate value. Build credibility first, then scale.

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The future of L&D: Two possible paths

If you could make one bold prediction about the future of L&D, what would it be?

I see two possible futures for L&D.

In the first scenario, L&D establishes itself as a problem-solving function—deeply embedded in business strategy, helping leaders identify and address capability challenges with targeted, high-impact solutions.

In the second scenario, L&D is reduced to a content-validation role, simply fact-checking AI-generated learning materials without playing a meaningful role in shaping business outcomes.

I know which future I want to be part of. The choices we make today—how we integrate into business strategy, communicate our impact, and refine our role—will determine which path we take.

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Final thoughts: How L&D can lead the way

L&D’s role as a business accelerator has never been more crucial. Organizations need help identifying the real reasons behind performance gaps—not just skills, but also systems, processes, and workplace environments.

By focusing on business needs, speaking the language of executives, and providing measurable solutions, L&D can secure its place as a trusted advisor, ensuring that organizations don’t just train their employees but truly enable them to succeed.

The question now is: Which future will we choose?