What Makes a Good Learning and Development Budget in 2025? 

Current annual budget graph

What is the Average L&D Budget in 2025?

Let’s start with the top-line numbers.

  • Mean L&D budget: $12.6 million
  • Median L&D budget: $3 million

Yes, you read that right. The average budget is four times the median. That’s because just a handful of high-budget organisations (those spending more than $100 million) are pulling the average up. In fact, 74% of respondents fall below the mean — a reminder that big budgets don’t reflect the norm for most L&D teams.

If you’ve ever wondered, “Is my L&D budget good?” — you’re not alone. And the truth is, it depends on your organisation’s size, structure, and priorities.

How Much do Companies Spend on Learning per Employee?

That’s where things get even more interesting.

  • Mean spend per employee: $1,580
  • Median spend per employee: $100

The disparity on a per employee basis is even more stark. More than half of L&D leaders are working with under $200 per person. Meanwhile, in smaller organisations (under 5,000 employees), the per-head spend can exceed $5,000 — but in enterprises with over 100,000 employees, that drops to just $89.

It’s not about capability, but complexity. Bigger companies don’t always mean bigger per-person investment. Economies of scale, decentralised budgets, and split responsibilities all play a part.

In other words, don’t judge your learning resources by dollar signs alone. Context is everything.

Are the Biggest Companies the Biggest Spenders?

Sort of. While large organisations may manage the highest total budgets, that doesn’t always translate into more generous Learning investment per employee. Interestingly, leaders responsible for 50,000–100,000 employees are managing almost $10 million more than their counterparts in the 100,000+ category.

It’s a reminder that “bigger” doesn’t always mean “better resourced” — and that budget allocation is often influenced more by structure and scope than simple scale.

What Makes a Strategic L&D Budget?

It’s not just about the numbers. The data reveals a clear trend among those with higher budgets: they’re doubling down on future-focused priorities.

  • 71% of L&D leaders with budgets over $100 million say Reskilling and Upskilling is a top focus.
  • 79% of those responsible for 100,000+ employees cite Artificial Intelligence as a key priority.
  • “Future of Work” initiatives are more common in companies spending over $10 million annually.

The organisations investing the most are moving fastest towards skills transformation, AI readiness, and cultural change. For those leaders, perhaps, getting ahead of the pace of change is the driving force.

Download the Full Report

This blog scratches the surface — but if you’re responsible for setting, defending, or selling into an L&D budget, download the full iVentiv L&D Budget Report 2025 for:

•    Data on L&D budgets by organisation size
•    Benchmarks for per-employee spend
•    Analysis of what top-spending teams are prioritising

Download the report now.

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In the ever-evolving world of executive education and corporate learning, partnerships are key to success. iVentiv has nurtured a long-standing relationship with HEC Paris, a prestigious European business school that was founded in 1888, since 2010 and has become a leading institution in Executive Development. Through this collaboration, HEC Paris has not only elevated its presence within the corporate learning community but has also provided valuable insights and support to iVentiv’s events worldwide.

Join us as we dive into the partnership between iVentiv and HEC Paris, how it's bloomed over the years, and where it will go next.

In today’s complex global landscape, even the most experienced L&D executives face a persistent challenge: ensuring alignment and collaboration within large Learning & Development teams spread across geographies, business units, and time zones.

Too often, L&D functions in multinational companies operate in silos. Teams set objectives independently, repeat each other’s work unknowingly, or miss opportunities to scale successful initiatives. Despite good intentions, the lack of structured knowledge-sharing and alignment can hinder progress, dilute impact, and ultimately affect how well organisations respond to change. 

So, how do you create an event designed to build a strong, connected L&D team that learns from each other and works towards a shared vision? Read on to find out.

Whether you’re launching a new initiative, or planning a team-building day, internal corporate events need more than just good food and a decent venue. Without the right strategic groundwork, even the most beautifully executed event can fall flat. 

Instead, before diving into logistics, you should pause and ask the foundational questions that shape a purposeful, effective experience.

This guide explores the key questions to ask before you start planning an internal event to help you clarify objectives, understand your audience, and align the event with your broader organisational goals. Read more.

In today’s competitive, hyper-informed market, you can’t win customer loyalty with a strong product or slick branding alone. Instead, you need trust, relevance, and a consistent demonstration that you understand your customers' needs. 

That’s where customer education events come in. 

These aren’t just glorified sales pitches. They’re strategic opportunities to deliver value, deepen relationships, and build communities around your offering.
When done well, these events don’t just teach; they transform customers into advocates. They help your business stay front-of-mind while giving your clients the tools and insights to succeed with your product or service at the centre of their strategy.

Curious to learn more? Read now.

Large, global Learning and Talent teams are both a strategic advantage and a serious leadership challenge. They stretch across regions, time zones, and business units, and are expected to deliver transformation while operating in a constant state of change themselves. 

For many Chief Learning Officers, the only regular opportunity to bring their teams together is the annual offsite or occasional away day.

The result often defaults into “team building”. Although icebreakers, marshmallow toothpick towers, and trust falls are activities that might boost morale, they rarely help a learning professional facing the practical pressures of AI adoption, skills taxonomies, or strategic workforce planning. 

Global teams need more than a bonding experience. They need shared language, shared strategy, and shared confidence to deliver. 

They need knowledge transfer, not just camaraderie. 

They need team learning.

This is where the distinction matters, and this is exactly what our blog discusses. Read it now.

Leading a global Learning and Development function is both a privilege and a puzzle. You have talent in every corner of the world—people who understand local markets, cultures, and business needs—who often work in silos, separated by time zones, priorities, and communication styles.

The irony is clear: the very people responsible for enabling learning across the business often struggle to learn from each other. When global L&D teams rarely connect, knowledge gets trapped, duplication creeps in, and alignment suffers.

That’s where a well-designed team event comes in. Whether virtual or in-person, a thoughtfully structured gathering can do more than boost morale—it can create alignment, build capability, and spark collaboration that carries through the rest of the year.

This blog offers a practical framework for running effective L&D events for global teams—one that transforms an annual offsite or virtual workshop into a shared learning experience with measurable business impact. Read it now.

In many large learning organisations, global L&D teams face a recurring challenge: knowledge silos. 

Why?

Regional groups or functional departments often operate in isolation, creating, developing, and executing learning programmes with little visibility into what their peers are doing elsewhere. That isolation leads to duplicated effort, inconsistent practices, and lost opportunities for synergy.

In this blog, we’ll explore how thoughtfully designed events—virtual or in-person—can break down silos, strengthen global L&D collaboration, and foster sustained knowledge sharing across your organisation. Read it now.

In today’s workplace, knowledge is your most valuable asset, but it’s also the easiest to lose. As staff turnover rises, careers become more fluid, and hybrid work scatters teams across time zones, keeping that knowledge alive and connected has never been harder. 

For anyone running a large global L&D operation, it can feel like trying to keep dozens of spinning plates in the air at once.

Yet when knowledge sharing breaks down, the costs are high: duplication of effort, inconsistent experiences, and ideas that never reach beyond the local team. The solution lies in intentionally designed knowledge sharing workshops and internal knowledge sharing events that make collaboration systematic, not accidental.

This blog explores how to design those events effectively, turning conversation into impact and connecting the dots across your global Learning organisation. Read it now.

When done right, events designed for small groups (typically between 20 and 50 participants) can lead to deeper connections, richer conversations, and more meaningful outcomes. In a world full of overstimulated conferences and overcrowded rooms, intimate gatherings offer a refreshing opportunity to slow down and engage in real dialogue.

In this guide, you’ll find out how to plan powerful small-group events with intention, from designing sessions that spark genuine collaboration, to nailing the logistics that make all the difference. Read more here.

Organising an internal corporate event should be straight forward. After all it’s just a room full of colleagues, some snacks and a bit of knowledge sharing. Until the caterers don’t show up, half the team forgets to RSVP, the chairs are double booked for another meeting, the facilitator veers wildly off topic, people scroll their phones and then slip out early. And something that was supposed to energise the team does quite the opposite. 

If you’ve ever experienced this, you’re not alone. Internal events often fall short – not because the intentions are wrong, but because the planning is. Here’s how to avoid the common traps and make your internal event one that people want to attend and actually benefit from. Read on.
 

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