Unlocking Enterprise Value: The Key Role of Learning & Development in Tomorrow’s Workplace

The demands of the modern workforce are rapidly evolving. The accelerating pace of digital transformation means that analytical thinking, active learning, resilience and technological skills are more important than ever before. While traditional soft skills like leadership, creativity and emotional intelligence continue to be essential for professional success, there is now a heightened emphasis on tech literacy and stress management. The need for continuous upskilling is critical, as 25% of job skill sets have changed since 2015 and this is expected to double by 2027. While learning and development (L&D) is widely recognized as essential, many organizations struggle to directly connect these initiatives to measurable business outcomes and enterprise value. There are two key ways learning and talent professionals and leadership can ensure learning is connected to business objectives. 

Continuous Assessment and Mapping of Skills to Strategy

It’s common for leadership teams to come together and craft three-year strategies, outlining bold priorities, big bets and carefully selected key performance indicators (KPIs) in a polished “plan on a page.” However, organizations that truly connect L&D to enterprise value take this process a step further. In these forward-thinking companies, talent and L&D leaders are actively involved in strategic conversations, mapping the specific skills required to achieve organizational objectives. This approach continues with a thorough analysis of the current talent landscape to identify critical skill gaps. The resulting L&D strategy is then intentionally designed to address these gaps, ensuring every learning initiative directly supports the broader business strategy.  

When I led APCO’s global L&D, I met quarterly with the executive committee to keep this process seamless and to review progress on closing essential skill gaps. Establishing regular touchpoints between organizational leadership and the L&D function is a best practice that ensures alignment and maximizes impact. 

Enable Leaders to Make Smart Upskilling Investments

Many Fortune 500 companies operate with multiple layers of leadership spread across diverse geographies, while the L&D function is often centralized at headquarters. While tuition remission programs and centralized L&D initiatives offer significant value, it’s equally important to build an infrastructure that empowers leaders at all levels to make informed L&D investments aligned with their specific strategic goals. L&D and talent leaders play a critical role by providing practical guidance and resources—such as toolkits—to ensure that every dollar spent on developing talent delivers maximum impact. The toolkits I’ve developed for clients and for internal use at APCO typically include templates that link professional development planning directly to business strategy, a curated list of vetted and high-value vendors and comprehensive guidance on upskilling and reskilling to address evolving organizational needs. 

As the workforce continues to transform at an unprecedented pace, the organizations that will thrive are those that view learning and development as a strategic lever—not just a support function. By continuously assessing skill needs, intentionally mapping L&D initiatives to business objectives and equipping leaders at every level with the right tools and guidance, companies can ensure their investments in talent truly drive enterprise value. The future belongs to organizations that are agile, people-focused and committed to building a culture of continuous learning. By fostering strong partnerships between L&D and business leadership and by empowering leaders to make smart, strategy-aligned upskilling decisions, we set the stage for sustained growth and resilience in an ever-evolving world of work.