Rethinking Learning & Development (L&D) for a Changing World

Rosena Zarifian, Senior Manager, Learning & Development, BCAA

Rosena Zarifian, Senior Manager, Learning & Development, BCAA

The workplace is changing faster than ever. We now have five generations working side by side, each bringing different expectations about how they learn and develop. Customer needs are shifting constantly, and leaders need teams that can rise to challenges we cannot always predict. In this environment, L&D cannot just deliver training. It must unlock performance by designing learning around people. At BCAA, our approach to Learning & Development is evolving to match that pace.

From Training Delivery to Performance Enablement

When a leader requests training, it is often a signal that something deeper, such as unclear processes or capability gaps, is at issue. If L&D delivers content, the problem is rarely resolved; however, if we flip the script and ask, “What outcome are we after?” or “Which capabilities will drive performance?” the conversation shifts.

At BCAA, this means listening before acting. For example, instead of immediately designing new training, we have run focus groups and spent time with leaders and frontline teams to uncover the root causes of challenges. Sometimes, it is not a lack of knowledge, but somewhat unclear processes or a coaching gap. By diagnosing first, we can build sustainable solutions that improve performance, rather than applying short-term fixes.

Building Learning Ecosystems

One-off programs may spark change, but rarely sustain it. What truly lasts is a learning ecosystem. A network of experiences, tools, and culture that makes growth a part of daily work.

Strong ecosystems blend formal programs with peer learning, coaching, digital tools, and on-the-job application. It also recognizes generational diversity. Some team members may prefer structured guidance, while others thrive on self-directed, on-demand learning. Designing with these differences in mind makes learning inclusive and practical.

On the Road to Strategic Maturity

Our Learning and Development function at BCAA is on a journey toward strategic maturity. This means evolving beyond program delivery to building capabilities that will matter most in the future. We are collaborating closely with leaders to identify what those capabilities are, engaging learners to understand what truly sticks, and embedding practice into everyday routines. This also means rethinking our entire learning suite. Rather than focusing on transferring knowledge, we are focused on building capabilities to apply the knowledge in real situations. The difference between content and capability: knowledge can be taught, but capability is built through application and feedback.

This work involves:

• Partnering with leaders to identify future capabilities.

• Engaging learners to understand what sticks and what does not.

• Rethinking learning for today’s workforce.

• Embedding practice and feedback into daily routines.

Measuring What Matters

We need to rethink what success in learning looks like. Standard L&D metrics, such as completion rates and satisfaction scores, assess activity but do not necessarily indicate whether learning is effective. What really matters is how quickly team members reach productivity, or how seamlessly they can navigate a complex customer conversation. Data that ties learning to outcomes builds credibility in the business.

Preparing for Tomorrow

The skills that got us here will not be enough for what is next. Once-nice-to-have skills, such as agility, critical thinking, and emotional intelligence, are now essential for success. L&D must anticipate future capabilities and build them before the gaps appear. By anticipating future needs, L&D ensures teams are not only keeping up but staying ahead.

Create a Culture of Curiosity

Programs and tools are essential, but culture is what makes a lasting change. A strong learning culture celebrates curiosity, treats mistakes as opportunities, and makes knowledge sharing a part of everyday work. Leaders model coaching, and teams learn just as much from each other as from formal programs. When learning is integrated into daily work, it becomes a habit. Programs and tools are essential, but culture is what makes a lasting change. A strong learning culture celebrates curiosity, treats mistakes as opportunities, and makes knowledge sharing a part of everyday work. Leaders model coaching, and teams learn just as much from each other as from formal programs. When learning is integrated into daily work, it becomes a habit.

Where L&D Can Start Today:

• Ask better questions: Swap “What training do you need?” for “What outcome are we after?”

• Go micro: Deliver short, practical resources in the flow of work.

• Change the scorecard: Track performance, not activity.

• Look ahead: Build tomorrow’s skills today.

• Shape learning culture: Encourage curiosity, knowledge sharing and coaching.

The Way Forward

The future of L&D is about creating learner-centric experiences, uncovering the drivers of performance, and building ecosystems that foster the development of lasting capabilities.

Organizations that succeed are not the ones that train the most; they are the ones that learn the fastest.