Offering
Most learning programmes don't fail because of poor design or weak facilitation. They fail earlier — at the point of approval.
The problem
Learning initiatives typically get approved through conversations rather than frameworks. A senior leader identifies a need. L&D is asked to respond. A proposal is accepted, a vendor is engaged, and a programme is scheduled — quickly, informally, and in good faith. The problem is not intent. It's structure.
Requests that reach L&D tend to share a common template: broad problem statements with little precision. Improve leadership capability. Build AI literacy. Make our new hires project-ready. They describe a direction, not a destination. When the request is vague, the programme that follows tends to be vague too. Behaviour change is implied rather than defined. Ownership for reinforcement is left unassigned. And when impact is weak, there is a visible recipient for the disappointment: the L&D function.
What I help you build
The fix is not better facilitation or more rigorous post-programme evaluation. It's a governance mechanism installed earlier in the process — one that verifies the conditions for success before resources are committed, rather than hoping for them after delivery.
I work with L&D leaders to design and implement a Capability Investment Framework: a standardised, pre-agreed set of criteria that every significant learning proposal must satisfy before programme design begins. The purpose is not to slow things down or block ideas. It is to ensure that approved programmes are structurally positioned to work — and that when they don't, the reasons are visible and owned.
What this typically covers
Designing the Capability Investment Framework for your organisation's context and approval culture
Securing executive endorsement so the framework carries authority — not just L&D preference
Piloting on high-visibility programmes before rolling out across the portfolio
Training L&D teams and business sponsors on how to use the framework in practice
Building the scoring model and approval documentation that creates a defensible audit trail
Reviewing the existing programme portfolio against the framework criteria
A learning function that governs its investments well earns the right to be heard in conversations where learning isn't yet on the agenda. If that's where you want to be, let's talk about how to get there.