Top Priorities for L&D and Talent in 2026 So Far

Submitted by Richard.Parfitt on 18 June 2026 - 3:22pm

Updated June 2026
By Richard Parfitt (Marketing Director, iVentiv)

Key Takeaways

•   Leadership and Executive Development remains the top priority, selected by 64% of respondents.
•   AI has become an embedded focus for Learning and Talent leaders, rising to 62%.
•   Reskilling and upskilling remain central as organisations continue moving towards skills-based models.
•   Learning Culture continues to be a priority, with leaders focused on shared ownership of development.
•   Change Management remains critical as organisations adapt to AI, workforce transformation, and ongoing uncertainty.

At the start of 2026, we shared the top priorities for Global Heads of L&D, Talent, and Executive Development in the annual iVentiv Pulse Report.

Six months into 2026, we can now share a brief update on the top priorities as selected by attendees at iVentiv events so far this year. Already, more than 250 senior L&D and Talent leaders in multinational organisations have told iVentiv about the most important topics for their function right now.

In this blog, you can see the top topics, with quotes from survey respondents and analysis on the trends behind the numbers.

The Top Five Priorities for Heads of Learning and Talent in 2026

So far in 2026, the top five priorities remain unchanged since January:

•   Leadership and Executive Development: 64% (+3 percentage points since January)
•   Artificial Intelligence: 62% (+2)
•   Reskilling and Upskilling: 54% (-1)
•   Learning Culture: 46% (-2)
•   Change Management: 40% (no change)

Amidst the upheaval facing businesses everywhere, the focus for L&D remains largely the same. The signs are that focus areas are stabilising, with all the top five within the margin of error for a sample of this size.

Leadership and Executive Development is More Than Bread-and-Butter

Selected by 64% of respondents so far, Leadership and Executive Development has consistently been an area of focus for the Global Heads of Learning and Talent who attend iVentiv events. Since we first started collecting this data, it has been the single most-selected topic.

The consistency reflects, at least in part, the ongoing importance of the bread-and-butter Leadership Development programmes that are such a key part of the standard Learning and Talent offering.

Nonetheless, there are clearly new pressures on leaders that mean the nature of Leadership Development is still changing, and with it the role of Learning and Talent. Respondents refer to efforts to “reimagine our leadership development” and help “leaders adopt [change] with greater ease.” Leaders, they say, are operating in a “BANI world” and have to adapt to a range of changes, from global instability to “enabling AI” and evolving to a “cybernetic environment” with “mixed teams of human and AI agents.”

AI is Now an Embedded Focus for Learning and Talent Leaders

AI’s stratospheric rise up the top of our rankings is showing signs of stabilising. While AI wasn’t even a standalone category in 2024, between 2025 and 2026 it rose 19 percentage points to be a priority for 60% of respondents. Today, that number sits at 62%.

AI, this suggests, is embedding itself as a key area where Learning and Talent leaders are expected to deliver. From transforming the function to incorporate the advantages of AI, to supporting the entire organisation as it pivots to AI-first ways of working, these are no small challenges.

Chief Learning and Talent Officers are up for the challenge. Survey respondents say they are using AI in L&D for “pilots and ROI measurement”, to “create learning simulations”, or to “map skills”. Others are working on how “AI will change job and capability requirements”, and creating “an AI-first workforce by moving beyond experimentation to responsible AI integration while maintaining data security and accuracy.”

With AI established as a focus for a healthy majority of L&D and Talent pros, it will be intriguing to see whether AI becomes less of an immediate priority and more a part of the mundane day-to-day.

Skills-Based Approaches are Popular but Uncertain

The trend for skills-based organisations is undoubtedly still on the minds of many Learning and Talent leaders. Several refer to making the “transition to a skills-based organisation” and to a “skill-based L&D strategy” and “work to map skills across the organisation.”

The skills-based approach, which we have analysed in more detail in a separate skills report, can include anything from talent acquisition based on skills to workforce planning and designing work using skills analyses. It offers great promise and interest, but also uncertainty. When one Head of Talent in the UK asks how to “truly realise the benefits of skills-based organisations”, they represent a notable proportion who are still searching for the promised impact.

The proportion prioritising skills overall is down, but not to a statistically significant level. That interest is consistent with the shortening half-life of skills and the rapid reskilling that Learning leaders say is needed across the global workforce. AI and its wider impact is part of the mix here again, with respondents keen to build “AI literacy” alongside “human-centric skills”.

Learning Cultures Rely on Leadership and Shared Ownership

At 46%, the share of Learning and Talent leaders prioritising Learning Culture is also holding at a relatively steady level. While one of the least tangible topics on the list of options, Learning Culture has consistently been one of the most selected in recent years.

What do Learning and Talent executives mean when they talk about a learning culture? One Global Head of Learning at a European technology firm was working towards a learning culture where “managers and individual contributors own their professional development, and where the executive team act as true advocates of Learning & Development.” Another, based in Germany, sought a learning culture where there is “communication and connection with our employees.”

If there is a common denominator, it would be the desire for a business culture in which learning is encouraged, prioritised, and understood as something that happens predominantly outside the confines of formal training.

Change Management is a Key Skill for Learning and Talent

There is no shortage of change to choose from in today’s business environment. We have already covered the impact of a BANI world on leaders, not to mention AI and the need for rapid upskilling, and the priorities selected by Global Heads of L&D and Talent show that managing that change as a function remains a significant priority in itself.

What is the role of Learning and Talent? Often, it means working with leaders to achieve a “mindset change”. In other cases, it means redesigning work altogether. As one Talent leader in Switzerland put it, they are prioritising “org design and change management opportunities as work will get redefined around the use of AI”.

Looking Ahead: Learning and Talent in 2027

The priorities selected by Heads of Learning and Talent so far in 2026 suggest a degree of stability in the areas of focus for senior leaders, even if the environment itself remains unstable.

A function like Learning rarely changes suddenly, and it is unlikely that these priorities will shift markedly in the short term. Even the rise of AI to the top of the rankings took two years to fully materialise. That said, spotting trends that emerge slowly can require even closer attention. The Learning and Talent leaders who stay on the pulse, adjusting their approach and experimenting constantly with new ideas, will be those who succeed.

Frequently Asked Questions

1. What Are the Top Learning and Talent Priorities in 2026?

The five leading priorities identified by attendees at iVentiv events in 2026 are Leadership and Executive Development, Artificial Intelligence, Reskilling and Upskilling, Learning Culture, and Change Management. These priorities have remained broadly consistent since the beginning of the year, suggesting that senior Learning and Talent leaders are maintaining a stable focus despite continued disruption across the global business environment.

2. Why Is Leadership and Executive Development the Top L&D Priority in 2026?

Leadership and Executive Development remains the leading priority, selected by 64% of respondents. The findings reflect both the continued importance of established leadership programmes and the growing pressure on leaders to respond to global instability, organisational transformation, AI adoption, and increasingly complex working environments.

3. How Important Is Artificial Intelligence to Learning and Talent Leaders in 2026?

Artificial Intelligence is now a priority for 62% of respondents, making it the second most-selected topic. Learning and Talent teams are using AI to create simulations, map workforce skills, measure learning impact, and improve programme delivery. They are also helping their wider organisations build AI literacy and prepare for changing job and capability requirements.

4. Why Do Reskilling and Upskilling Remain Major Learning Priorities?

Reskilling and upskilling remain important because organisations continue to face changing roles, technologies, and workforce requirements. Many Learning and Talent leaders are working towards skills-based operating models, using skills data to inform talent acquisition, workforce planning, internal mobility, and work design. However, the findings also suggest that many organisations are still trying to demonstrate the practical value of these approaches.

5. Why Does Learning Culture Remain a Priority for Global L&D Leaders?

Learning Culture continues to rank among the most-selected priorities, with 46% of respondents identifying it as a current focus. The responses suggest that leaders associate a strong learning culture with shared ownership of development, visible executive support, stronger communication, and recognition that learning happens through everyday work as well as formal programmes.

6. Why Is Change Management a Key Priority for Learning and Talent Functions?

Change Management was selected by 40% of respondents. The findings show that Learning and Talent teams are supporting organisations through mindset shifts, new ways of working, organisational redesign, AI adoption, and rapid skills change. This places the function at the centre of helping leaders and employees respond to ongoing transformation.

7. Are Learning and Talent Priorities Likely to Change in 2027?

The findings suggest that the main priorities are unlikely to change dramatically in the short term. Leadership development, AI, skills, learning culture, and change management are all linked to long-term organisational challenges. However, their relative importance may continue to shift as AI becomes more embedded, skills-based models develop, and new workforce pressures emerge.

Thumbnail:

Feature on Homepage:

News category:

Latest Trends in Learning

More Insights

Best Events for Chief Learning and Talent Officers

As a CLO or Global Head of Learning and Talent, there is no shortage of Learning conferences, events, or webinars that you can attend. There’s a keynote speaker, exhibition stands, and a room full of excited Learning professionals ready and raring to go.

Those events can be a good opportunity to hear case studies and take a whistle-stop tour of what’s happening in the industry. But they aren’t always the best way to take away real, actionable ideas. If you’re in a senior role at a big organisation, especially, you can spend a lot of time speaking to early career attendees from smaller learning teams who aren’t dealing with the same challenges.

But big conferences and ‘sit and listen’ events aren’t the only option for Heads of L&D and Chief Learning Officers. In this blog, we look at how CLOs can take the pulse of the industry, connect with other senior executives, and find solutions to their challenges at collaborative, iVentiv events in locations around the world.

How Global Learning Leaders Build Growth Cultures that Scale

In a world where AI, shifting business priorities, and accelerating change are redefining how organisations develop talent, Learning leaders face a critical question: how do you build a culture where learning truly drives performance?

In this conversation, William Varsos, Head of Global Learning at Marsh, shares practical insights on embedding learning into the flow of work, aligning development with business strategy, and avoiding the distractions of the latest trends.

From designing impactful leadership learning to rethinking the role of AI in learning functions, his perspective offers a grounded look at what it really takes to create a sustainable learning culture today. Watch the interview now.

Why Mindset, Not Skills, Is Today’s Biggest Leadership Challenge

In today’s fast-changing business environment, the biggest Leadership challenge may not be skills, it may be mindset. In this conversation with iVentiv’s Hannah Hoey, Nikhil Shahane, VP Global Head of People Development at TechnipFMC, explores why adaptability, curiosity, and the ability to let go of legacy ways of working are becoming critical Leadership capabilities.

From navigating a “BANI” world to embedding learning in the flow of work, Nikhil shares practical insights on how organisations can shift from skills-focused development to cultivating the mindsets that enable leaders and teams to thrive through constant change. Watch our interview with Nikhil now.

Developing Leaders That Deliver: Rethinking Talent and L&D in Hospitality

In an industry where thousands of frontline employees may be trained in a matter of hours rather than months, hospitality leaders are being forced to rethink how learning, leadership, and communication really work. Many take the view that traditional onboarding, static compliance courses, and one-size-fits-all leadership models simply can’t keep pace with the speed, scale, and expectations of modern hospitality.

In this conversation, David Goddard, VP Talent at Levy Restaurants, shares how one of the world’s leading sports and entertainment hospitality brands is developing leaders that deliver even in the most high-pressure environments. Read the blog now and watch the interview with David to learn more.

Leadership Development in the Age of AI: Why Judgement Is the New Competitive Advantage

As AI rapidly reshapes how work gets done, Leadership Development is facing a defining moment. If knowledge, once the cornerstone of leadership capability, is becoming increasingly commoditised, that could mean that judgement, the ability to make sound decisions, align people, and lead through uncertainty, will matter far more.

In this interview, Abilitie’s Bjorn Billhardt, Founder and CEO, and Alex Whiteleather, Managing Director for Europe, at Abilitie explore how AI-enabled leadership simulations are transforming development by immersing leaders in realistic, high-stakes decision environments that build critical thinking, business acumen, and cross-functional collaboration.

For Chief Learning and Talent Officers navigating organisational change, flatter structures, and accelerating decision cycles, this perspective could offer a practical framework for rethinking Leadership Development in the age of AI, and a compelling case for why judgement, not knowledge, could provide the true competitive advantage. Watch the interview now and read about how Abilitie is shaking the world of Leadership Development with their brand new Case Challenges experiences.

AI in L&D: where does your organisation stand?

Artificial Intelligence (AI) has emerged as a powerful force reshaping industries and revolutionising various aspects of our lives. One of the areas where AI is making a significant impact is Learning and Development (L&D).

As organisations strive to stay competitive in a rapidly changing world, many are turning to AI-powered solutions to enhance their training and education programs.

In this blog, we will explore the nature of AI in Learning and Development initiatives, the key concepts surrounding it, and the challenges L&D leaders are raising when it comes to implementation. Read it now.

What are the Top Priorities for Global Heads of Learning, Talent, and Executive Development in 2026?

Learning, Talent, and Executive Development, and the businesses they serve, are undergoing rapid change. AI is changing the way that employees work and learn. External disruption means that the markets businesses operate in are nothing like they were ten years ago. And the expectations on Learning and Talent leaders are enormous.

As a leader in L&D and Talent, what should you prioritise? iVentiv has surveyed almost 500 Global Heads of Learning, Talent, and Executive Development from 394 companies in 16 cities across 8 countries on three continents to find out what they are focusing on in their work. Together, their views provide a unique perspective on the state of Learning and Talent in 2026.

Read the full report for a detailed breakdown of the top topics, with expert comment from some of the leading thinkers in Learning and Talent Development. In this blog, we share some of the headline takeaways.

2026 L&D Trends: Skills-Based Organisations, AI Governance, and Learning Culture

In this conversation, iVentiv’s Richard Parfitt (Marketing Director), Hannah Hoey (Content Director), and Kristy Kitson (L&D Strategist) share three key learning and development trends that they predict could shape the 2026 agenda for Chief Learning Officers.

Drawing on insights from conversations with Global Heads of Learning, Talent, and Executive Development across industries, they explore how L&D is moving into organisational design, why skills-based approaches are becoming standard practice, and how the AI conversation is evolving from experimentation to responsible, human-centred integration.

Informed by conversations with Heads of Learning and Talent at hundreds of companies, this conversation is a unique perspective on what might be in store in 2026 for Learning leaders navigating the future of work. Read the blog now.

AI Fluency vs AI Skills: What Udemy’s Global Trends Report Reveals About the Future of Work

Artificial intelligence is no longer a project, an initiative, or a phase of digital transformation. It is fast becoming the environment in which modern organisations operate.

That is the central message of the Udemy Business Global Learning & Skills Trends Report; a data-rich analysis built from more than 17,000 global enterprises and 85,000 instructors and brought to life in a recent iVentiv interview with Gráinne Wafer, Global Head of Field Enablement at Udemy Business.

For senior executives, the implications are becoming impossible to ignore: AI fluency, not just AI skills, is emerging as the defining strategic capability for the years ahead.

Watch our interview now and read Udemy’s report here.

AI in Learning & Development Report

The topic of Artificial Intelligence has been impossible to escape in L&D over the past few years. For some, it stands to displace the entire function and render most of its skills and roles obsolete. For others, it represents an opportunity for Learning to reach more employees in more meaningful ways than ever before.

In this blog and report, we look in more detail at what Heads of Learning say they are really doing about AI.