A bumper “What We’ve Been Hearing” for the end of 2024!

In our regular newsletter, we typically include a section on “what we’ve been hearing” just to share bits and pieces that we’ve been hearing from the general chatter in the market. This is normally drawn from consistent themes we hear, deeper conversations we have with one person that prompts us to ask others about a topic, and the things that are grabbing our attention. The purpose of this is always to inform and keep the conversation going. It might be something small that is a harbinger of bigger change coming, or it might be more on a topic that is on everyone’s lips (AI, for example).

With 2024 drawing to a close, and 2025 looming on the horizon, we thought it would be good to have a concerted effort to go a little deeper with “what we’ve been hearing”, and have good chats with a few Cognitive Union friends, customers, and general hangers-on (don’t take it too personally 😅). We spoke to a mixture of folks from across L&D & Digital Transformation from across sectors, regions and company sizes.

So, please read on for an expanded version… Who knows… this might become an annual tradition.

Key Challenges and Themes

1. Resource Constraints
   Across organisations, limited budgets, small teams, and overloaded stakeholders are common barriers. One automotive manufacturer has drastically reduced its L&D team, while a visual media company operates with just two people managing global leadership development. These constraints make it difficult to scale programs or provide meaningful opportunities for growth.
2. Time for learning
   Almost everyone we spoke to was keenly aware of their employees’ willingness to learn and grow, and yet time and workload constraints often stifled participation. Struggles with time-poor employees and stakeholders who cannot or will not dedicate sufficient focus to development.
3. Leadership Development
   Three frequently shared issues were 

Several noted challenges being exacerbated by fragmented structures and unclear priorities. However, leadership development remains a high priority, with a focus on areas such as resilience, psychological safety, and managing change effectively.

Surprising Insights: Opportunities to Think Differently

1. Premium Experiences Drive Engagement
   A large hospitality group shared that they employ a “white glove” approach to leadership programs, delivering premium experiences in high-end locations to foster a sense of value and belonging. Whilst it might be a bit resource-heavy, this approach demonstrates that impactful development experiences can drive engagement and loyalty.
   Action: Think creatively about how you deliver leadership programs. Even small, premium touches (e.g., immersive sessions, facilitated leadership retreats) can elevate the experience.

2. Reframing L&D for Greater Strategic Impact
   One Nor For Profit noted that branding L&D as “Performance and Development” better aligns it with organisational goals. By shifting the narrative, they found greater buy-in from stakeholders.
   Action: Reframe L&D initiatives in language that resonates with organisational priorities—think performance, business results, and strategic impact.
   
3. A shift away from Digital Modalities, to more In-Person At least two companies were actively reducing investment in digital libraries of content, to focus more on learning experiences, with a skew towards more in person experiences than virtual/digital Action: Think hard about what modalities will work to achieve the purpose of the interventions, and use the approach that will drive the best outcome for participants.

Moving Forward: Actions to Take Now

To address these challenges and make the most of these insights, organisations need to take strategic, focused actions:

1. Start Small and Measure Impact
   • Focus on pilot programs that deliver measurable business outcomes. Demonstrating quick wins builds momentum and strengthens the case for L&D investment.
     
2. Build Adaptable Leadership Programs
   • Create programs that prioritise skills like resilience, agility, and change management to prepare leaders for an unpredictable future.
     
3. Make Learning Accessible and Embedded
   • Integrate learning into daily workflows through tools like microlearning, mentoring programs, and feedback-driven development.
     
4. Align Development with Strategic Goals
   • Work closely with senior leadership to align competency frameworks and development programs with business objectives. L&D must be positioned as a strategic driver, not an afterthought.
     
5. Reimagine the Development Experience
   • Explore creative approaches to program delivery, whether through premium experiences, tools like Lego Serious Play, immersive leadership retreats, or low-cost, high-impact digital tools.

Final Thoughts: Resilience and Adaptability

Despite resource limitations, fragmented structures, and time constraints, people are demonstrating creativity and resilience in how they approach leadership, digital transformation and L&D challenges. Whether through premium experiences, reframing learning initiatives, or prioritising high-impact opportunities, organisations can build agile, future-ready teams who drive long-term success.

Cognitive Union is a progressive, boutique learning and performance consultancy. We work with forward-thinking businesses. Transforming their people. Shaping their culture. Helping them embrace change and take on the world.  Find this blog useful? Sign up to our email newsletter (bottom of this page) where you can receive articles like this and other insights (not publically published), and you can also follow us on LinkedIn.