The Capability Investment Trends 2027

A report for HR and L&D leaders on where learning investment is moving, which capabilities to prioritize in 2027 and how to secure the budget for them, based on data from 100+ organizations.

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"My big bet for 2027 is the one I'd make every year: leadership and management development. All people, performance and companies depend on strong, competent leaders. That will never change."

Laureen Rwatirera Chivere

VP Talent Management & Learning at Prosus

"In a world characterized by constant disruption, resilience, empathy, coaching, learning agility are no longer soft skills. They are strategic capabilities. The organizations most likely to succeed will be those that continually adapt their workforce, leadership practices, and ways of working."

Mina Canan Kocgil-Koksal

Adjunct Professor at HEC Liège Luxembourg | Ex-Amazon | Ex-P&G

"The question for 2027 is not only, “What skills do our people need?” It is, “Have we created an organization where those skills can actually change how work gets done?”

Renita Käsper

Founder & Fractional Talent + People Leader at Honesta Nordic

"We cannot simply train people for a specific tool or technology and consider the job done. We need to build their capacity to continuously learn, unlearn and relearn."

Simonetta Dsouza

Director Talent & Culture at Delivery Hero

"I see so many organizations stuck in fixed job descriptions and static thinking. Organizations act slowly, with big programs and annual cycles, while moving on short-term actions is far more effective."

Anke Berends

People & Culture Strategist at People masterminds

"Knowing what’s working depends a lot on agreeing, upfront, what needs to change. Every L&D team should sit down with department heads and decide what they’d like to see differently 3 months, 6 months, a year from now."

Lavinia Mehedințu

Co-Founder & Learning Architect at Offbeat

"Organizations should shift from headcount planning to capability planning, building a dynamic view of what skills the organization actually needs, and who, or what, is doing the work."

Marlene De Koning

Director at PwC

"My big bet for 2027 is the one I'd make every year: leadership and management development. All people, performance and companies depend on strong, competent leaders. That will never change."

Raymond Lansheuvel

Head of Benelux at Lepaya

Learn from our experts

"My big bet for 2027 is the one I'd make every year: leadership and management development. All people, performance and companies depend on strong, competent leaders. That will never change."

Laureen Rwatirera Chivere

VP Talent Management & Learning at Prosus

"In a world characterized by constant disruption, resilience, empathy, coaching, learning agility are no longer soft skills. They are strategic capabilities. The organizations most likely to succeed will be those that continually adapt their workforce, leadership practices, and ways of working."

Mina Canan Kocgil-Koksal

Adjunct Professor at HEC Liège Luxembourg | Ex-Amazon | Ex-P&G

"The question for 2027 is not only, “What skills do our people need?” It is, “Have we created an organization where those skills can actually change how work gets done?”

Renita Käsper

Founder & Fractional Talent + People Leader at Honesta Nordic

"We cannot simply train people for a specific tool or technology and consider the job done. We need to build their capacity to continuously learn, unlearn and relearn."

Simonetta Dsouza

Director Talent & Culture at Delivery Hero

"I see so many organizations stuck in fixed job descriptions and static thinking. Organizations act slowly, with big programs and annual cycles, while moving on short-term actions is far more effective."

Anke Berends

People & Culture Strategist at People masterminds

"Knowing what’s working depends a lot on agreeing, upfront, what needs to change. Every L&D team should sit down with department heads and decide what they’d like to see differently 3 months, 6 months, a year from now."

Lavinia Mehedințu

Co-Founder & Learning Architect at Offbeat

"Organizations should shift from headcount planning to capability planning, building a dynamic view of what skills the organization actually needs, and who, or what, is doing the work."

Marlene De Koning

Director at PwC

"My big bet for 2027 is the one I'd make every year: leadership and management development. All people, performance and companies depend on strong, competent leaders. That will never change."

Raymond Lansheuvel

Head of Benelux at Lepaya

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