AI, Performance, and the Problem of L&D Complacency with The Learning Hack Podcast and Charles Jennings

The advent of generative AI has sparked widespread discussions across industries, but for Learning and Development, its potential remains a double-edged sword.

On the one hand, for many leaders, AI promises to revolutionise the way learning is designed and delivered. On the other, it risks reinforcing old habits and hindering meaningful change.

In a recent episode of The Learning Hack Podcast, hosted by John Helmer, guest Charles Jennings— iVentiv Advisory Board member, regular iVentiv Event Chair, pioneer in L&D transformation, and Co-Founder of the 70:20:10 framework—offered deep insights into these challenges.

This blog unpacks the key themes from their conversation and asks how can L&D leaders avoid complacency? How can they leverage AI responsibly? How can they refocus on performance improvement over outdated methodologies?

AI, Transformation, and Opportunities for L&D Leaders


Generative AI holds transformative potential for L&D, offering opportunities to innovate through digital assistants, performance support, and personalised learning. Yet, as Charles cautioned, there’s a danger of falling into what he terms the “faster horses syndrome.”

What does that mean? “Much of the rush to deploy AI in L&D is centred on faster courses,” Charles explained. “We’ve seen enough content-rich, experience-poor learning solutions to know that’s not the best use of AI.”

Generative AI excels at repurposing existing knowledge but struggles to create genuinely new ideas or solutions, he says. Charles likened AI’s capabilities to a “next-word guessing engine,” emphasising that while it can support innovation, true invention—the light-bulb moments that drive progress—remains uniquely human.

Both John and Charles argued that AI should not just replicate traditional methods faster. Instead, L&D leaders should use it as a “crowbar” to break out of the box of conventional thinking. For example, employ AI to enhance real-time performance support or foster deeper collaboration across teams, rather than merely automating content creation.

The Skills Obsession and Leadership Development


One of the more provocative arguments Charles made was against the current “skills obsession” in L&D. While acknowledging that skills are important, he argued that they are not the ultimate drivers of high performance.

“The idea that we can map every skill to a job role and then plug people into learning pathways assumes we can drive excellence through formal learning alone,” Charles said. “But expertise doesn’t emerge from a skills-based training course. It’s developed through experience, reflection, and collaboration.”

Experts argue that over-reliance on skills taxonomies and rigid frameworks often results in costly, resource-intensive exercises that fail to deliver lasting impact. Charles shared a personal anecdote about a time when 17 members of his L&D team were tasked with mapping job roles to skills—an effort that proved overwhelming and largely unproductive.

A top tip for leaders: shift the focus from skills frameworks to fostering environments where employees can build expertise. This involves blending formal learning with opportunities for on-the-job learning, mentorship, and knowledge-sharing within teams.

Performance-First Mindsets


At the heart of Charles’ philosophy is a call for L&D to adopt a performance-first mindset. Too often, he argued, L&D remains stuck in a schooling paradigm—focused on knowledge transfer and curriculum delivery—while neglecting the systemic factors that enable performance.

Referencing Gary Rummler’s assertion that “98% of performance gaps are caused by organisational barriers, not knowledge deficits,” Charles emphasised the importance of looking beyond individual learning needs. Instead, L&D should align efforts with organisational outcomes, addressing factors like process clarity, leadership effectiveness, and the availability of the right tools.

“When we have a performance mindset, we start with the desired business outcomes,” Charles explained. “We then identify the critical tasks needed to achieve those outcomes and address the systemic barriers that may exist.”

Pivoting From an Individual-Centric Approach to One That Prioritises Teams


Charles also highlighted the need to pivot from an individual-centric approach to one that prioritises teams. While HR’s traditional focus on individual skills and behaviours has shaped much of L&D’s agenda, organisational success often hinges on team performance.

“Senior business leaders aren’t concerned with whether John or Jane is competent; they care about what their teams are producing,” Charles argued. “The team is the atomic unit of delivery, and L&D needs to think about how to support team effectiveness.”

This shift doesn’t mean abandoning personalisation, Charles said. Instead, technology can enable both individual and team development. For instance, AI-driven analytics can identify team-wide skill gaps while fostering collaboration and shared learning experiences.

The Danger of L&D Complacency


Throughout the podcast, Charles expressed concern about L&D’s historic resistance to change. “L&D doesn’t have a great track record of being at the forefront of innovation,” he admitted. Yet, he sees opportunities for the profession to evolve, particularly through better use of AI and a stronger focus on outcomes.

Charles urged L&D leaders to challenge the status quo and embrace new approaches, quoting his late colleague Jay Cross: “Conversation is the stem cell of learning.” Whether through peer discussions, collaborative technologies, or events like iVentiv’s Executive Knowledge Exchanges, the path to progress lies in sharing ideas and questioning established norms.

Charles’ advice for leaders: avoid complacency by actively seeking out diverse perspectives and experimenting with innovative practices. L&D, he says, must position itself as a strategic partner within the organisation, not a siloed function.

From Learning to Performance


AI, performance, and the problem of complacency present both challenges and opportunities for L&D leaders. As Charles articulated, the key to navigating this landscape lies in shifting from a learning mindset to a performance mindset, moving beyond skills frameworks, and embracing team-centric approaches.

Generative AI, as many leaders in the L&D space attest, can be a powerful tool in this transformation, but only if used thoughtfully. By focusing on outcomes, breaking free from traditional methods, and fostering a culture of continuous improvement, L&D can not only stay relevant but also drive meaningful impact across organisations.

Watch this episode of The Learning Hack Podcast on YouTube now.

John Helmer is a writer, podcaster and communications strategy expert specialising in the fields of learning, training and education, with a particular focus on digital technology innovation. He runs two highly successful podcasts, The Learning Hack and Great Minds on Learning. He has led many programmes bringing together thought leaders and practitioners for knowledge sharing and debate, and writes for and edits numerous blogs, as well as producing many white papers and research reports 

Charles Jennings is the Co-Founder of the 70:20:10 Institute and leading practitioner in innovative talent, learning, and performance approaches. As respected author and speaker, Charles is particularly known for his work with the 70:20:10 model and its use in helping to re-focus L&D's efforts beyond formal training. Charles was Event Chair at iVentiv's first session in 2009 and has since played a pivotal role in the direction and development of the business both as Chair of the iVentiv Advisory Board and regular contributor.

Thumbnail: 
News category: 
Learning & Development

More Insights

When HU-X Founder Tia Katz first attended an iVentiv event, it marked the start of a relationship that would help shape her business, her thinking, and her sense of what’s possible in Leadership Development. Having first attended as a delegate in a corporate role at Citi, she now attends regularly as a sponsor, helping her connect with the iVentiv community of senior leaders in Learning and Executive Development.

“I was just so pleasantly surprised by everything,” she says. iVentiv events are “professional, of course–but also so human and so connecting.”

In this newly released case study, Tia reflects on her journey with iVentiv, from first-time delegate to multi-session sponsor, and shares how these experiences redefined her approach to learning, organisational development, and executive growth. 

Download the case study, and watch the interview now.

“You need to change the people, and changing the people goes through leadership.”
– Christophe Vanden Eede, Global Head of Talent Management, bpostgroup

As the demands on global organisations evolve in the face of disruption, digitalisation, and competitive reinvention, Christophe Vanden Eede’s work at bpostgroup offers a powerful case study in how leadership can catalyse transformation, not just through top-down mandates but by reshaping the very DNA of leadership across every layer of the organisation.

In a recent conversation with iVentiv, Christophe reflected on the seismic changes taking place within the Belgian postal service and how he’s leading an integrated transformation strategy rooted in leadership behaviour.

Christophe will be leading the conversation at Learning Futures Eindhoven on 10-11 June. Watch our interview and get involved, now.

The work of the Chief Learning Officer has always been dynamic. But the conversations captured across iVentiv sessions in Cologne, New York, London, and Copenhagen suggest we’ve entered a new inflection point—one where learning is more visible, more measurable, and more central to strategy than ever before.

This isn’t about checking-off trends. It’s about what’s happening right now inside global organisations that are restructuring the way they define skills, leadership, culture, and capability. Across breakout conversations, fireside chats, and iVentiv’s trademark Collaborative Café, senior learning leaders have reflected openly on what’s working, what’s evolving, and what’s next.

Read on for a detailed and nuanced synthesis—an exploration of facts that are shaping the L&D profession in real time.

“Are we spending too little on L&D?”

If you’re in a senior role in Learning & Development, you probably spend a lot of time worrying about this question. It’s a question that resurfaces in nearly every budget review and vendor conversation in the Learning space. 

Whether you’re setting your internal strategy or shaping the offering of a learning solution, the benchmark for a “good” L&D budget has never been more important — or harder to pin down.

That’s why we put together the iVentiv L&D Budget Report 2025: to provide a clearer picture of what companies are actually spending on L&D today — and what those numbers really say about priorities, value, and the future of work.

Based on responses from 126 senior L&D leaders across global organisations, the report dives into both total budget figures and spend-per-employee breakdowns. 

The headline? L&D budgeting is anything but standard.

Download the report now.

At a time when organisations across the world are rethinking the way they develop and retain talent, Sandvik is taking a holistic, integrated approach to talent optimisation. 

Eva Wikmark Walin, Global Head of Employee Experience at Sandvik, sat down with iVentiv’s Content Manager, Hannah Hoey, to reflect on how the Swedish engineering company is building a connected talent ecosystem, and what others can learn from their journey.

Watch our interview with Eva now to see how you could optimise your talent strategy.
 

In a special episode of The Learning Hack Podcast, recorded live at iVentiv’s Learning Futures London Executive Knowledge Exchange at the Shell headquarters, host John Helmer spoke to three of the leading minds in L&D. 

Against the backdrop of a world that feels more volatile, uncertain, complex, and ambiguous (VUCA) than ever, this episode explores how organisations are rising to meet the pace of change, and what it really takes to thrive in 2025 and beyond.

Featuring expert insights from:

  • Kevin Oakes, CEO of the Institute for Corporate Productivity (i4cp) and author of Cultural Renovation
  • Kim McMurdo, Head of Organisational Development, Standard Chartered
  • Terry Jones, Head of International Talent Development at Palo Alto Networks

this episode delves deep into the core themes shaping today’s workplace: transforming culture, fostering team-centric leadership in an age of hyper-individualism, and harnessing AI to elevate - not replace - human capability.

Whether you're leading a learning function, evolving your company’s culture, or rethinking the role of performance in a tech-driven age, this episode is a must-listen. Find it here and read on to learn more.

“Learning doesn't necessarily have to just be the partner,” says Stacey VanderHeiden Güney, Global Head of Learning at ArcelorMittal University. “It can actually, I think, be the futurist.”

In an era of relentless disruption and global complexity, Learning is no longer a support function – according to Stacey and many Heads of L&D, it’s a strategic lever for transformation. In this conversation with iVentiv, Stacey shares how the world’s leading steel company, ArcelorMittal, is building a future-ready workforce through agile, scalable, and human-centred learning strategies.

Read more and watch our interview with Stacey now.

In the fast-paced world of Learning, Talent, and Executive Development, finding the right events to attend can be overwhelming. Your inbox is overflowing with conference invites, your calendar is packed, and the challenge remains, which events are truly worth your time?

Enter iVentiv, a global leader in Executive Knowledge Exchanges. In 2025, iVentiv is bringing invaluable conversations directly to you, hosted by top global organisations such as Citi, Shell, KPMG, AXA, Bosch, Visa and more.

If you’re seeking more than just another conference, iVentiv’s events are designed to deliver real impact. Read this blog to find out why an iVentiv event should be on your calendar this year.

As digital transformation reshapes the corporate landscape, organisations are rethinking how they manage talent and skills. At E.ON, AI is at the heart of this evolution, revolutionising skill management, employee development, and internal mobility.

Markéta Alešová, Vice President of Global Talent and Diversity, shares how E.ON is leveraging AI to create a more transparent, skills-based workforce while balancing technological innovation with cultural transformation.

Watch our interview with Markéta now to explore how AI-driven insights, an employee-centric approach, and a shift toward an opportunity marketplace are shaping the future of Talent Management at E.ON.

The world of corporate learning, talent, and leadership is undergoing a period of intense transformation. As organisations strive to build resilient workforces and agile leaders, Chief Learning Officers and Heads of Talent, and Leadership face an array of challenges and opportunities.

The conversations at iVentiv’s recent Learning Futures sessions in Atlanta and Paris highlight the pressing themes that are shaping the future of workplace learning. Leadership and Executive Development, Reskilling and Upskilling, AI, and Learning Culture were the four most popular priorities identified by Global Heads of Learning at iVentiv events in 2024, so it’s no surprise to see all four represented in the top priorities of attendees at last month’s events as well.

These sessions, attended by senior learning executives, surfaced key trends, strategic shifts, and organisational imperatives that will define 2025 and beyond. Read all about what's top of your mind for your peers here.

Pages