"The issue is not that people are unwilling to learn. It is that learning is increasingly taking place inside broken systems. Skills are being developed in isolation, while the workflows in which those skills must be applied remain fragmented, manual, and misaligned. In this environment, L&D can no longer succeed by focusing only on capability building. Its new mandate is to identify and reduce the workflow friction that prevents learning from converting into performance."
"Most enterprises already possess more skills than they are able to operationalize. Employees know what to do, but struggle to do it consistently because work does not flow smoothly across systems, teams, and approvals. Managers ask for better decision-making, faster execution, and higher accountability, while employees navigate disconnected tools and unclear hand-offs. Learning programs are often deployed as a response to these symptoms. A sales enablement course is rolled out when deal cycles slow down."
Employees often complete training without translating knowledge into consistent on-the-job behavior because workflows remain fragmented across systems, teams, and approvals. Enterprises frequently possess more skills than they operationalize. Common learning interventions treat symptoms by providing courses for slowed deal cycles, compliance errors, or low engagement, assuming capability deficits rather than structural problems. Performance breakdowns commonly occur after learning, when knowledge application is impeded by disconnected tools, unclear hand-offs, and manual processes. L&D must expand its mandate beyond capability building to identifying and reducing workflow friction so learning converts into measurable performance improvement.
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