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Download the iVentiv Pulse: Top Priorities for Global Heads of Learning and Talent

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

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.

How Expedia Group is Rethinking AI Learning, Leadership, and Workforce Transformation

Artificial intelligence is reshaping the workplace faster than most organisations can comfortably adapt to. For Chief Learning Officers and Talent Leaders, the challenge is no longer whether AI will transform work, but how to prepare people for that transformation in a meaningful, sustainable way.

During a recent iVentiv interview, Fabio Sacoman (VP, Learning & Development) shared how Expedia Group is approaching AI capability building across its global workforce. The discussion explored everything from AI literacy and organisational agility to leadership transformation, learning measurement, and the future of the LMS itself.

One message emerged repeatedly throughout the conversation: traditional approaches to Learning & Development are no longer sufficient for the pace of change organisations now face. Watch the interview now to find out how Expedia Group is adapting its practice to keep up with that ever increasing pace of change.

Upskilling and Reskilling: What 500+ Learning and Talent Leaders Say About the Future of Skills

For several years, Learning and Talent leaders have talked about skills-based organisations, skills marketplaces, skills taxonomies, reskilling strategies, upskilling at work, and the shortening half-life of skills. The question is whether all that language reflects a passing trend or a deeper shift in the way organisations and employees learn.

iVentiv’s latest report, Skills, Skills-Based Organisations, and L&D, suggests that ‘skills’ and their associated buzzwords have become often career-defining priorities for senior Learning and Talent leaders.

Based on survey responses from more than 500 Heads of Learning, Talent Management, and Executive Development, the report explores how organisations are approaching upskilling and reskilling the workforce, why AI is accelerating the skills agenda, and where skills-based organisations are beginning to succeed.

Beyond Burnout: How Energy Management Drives High-Performing Leaders at BorgWarner

What does sustainable leadership really look like in today’s high-pressure business environment? For Amy Cribb, Head of Learning, Development & Culture at BorgWarner, the answer starts with a mindset shift: resilience alone is no longer enough.

In this conversation with iVentiv, Amy explores why organisations need to rethink burnout, recovery, and wellbeing as critical leadership capabilities rather than employee “benefits”. Reflecting on BorgWarner’s journey through intense transformation, post-pandemic pressures, and rapid industry change, she shares how a deeply human approach to leadership development helped spark meaningful cultural change across the organisation. Watch our Interview with Amy now.

From Prediction to Practice: How Global L&D Leaders Are Navigating 2026 in Real Time

Earlier this year, we released iVentiv’s 2026 Predictions video which set out a clear direction of travel for Learning, Leadership, and Talent functions based on insights shared from iVentiv’s own Hannah Hoey (Content Director), Kristy Kitson (L&D Strategist), and Richard Parfitt (Marketing Director). Skills-based organisations, AI governance, and evolving learning cultures dominated the conversation, but predictions only really matter when tested against reality.

A few months on, and following Executive Knowledge Exchanges across Paris, Atlanta, New York, and London, a more nuanced picture is emerging. The themes themselves have not dramatically changed but the way organisations are engaging with them has. What we’re seeing now is how the conversation has shifted from what matters to what works. Watch the video now.

From LMS to Generative AI: How Learning and Talent are Evolving

As AI reshapes the workplace at unprecedented speed, learning leaders are being called to rethink not just how learning is delivered, but how work itself is structured.

In this conversation with Gordon Trujillo, VP of Enterprise Talent Management & Learning & Development at DaVita, we explore how AI is transforming learning, leadership, and organisational design, and why curiosity, experimentation, and human capability remain at the heart of it all. Watch the interview now.

Why Learning Culture Starts with Habits, Not Training Programmes

In today’s rapidly evolving business landscape, the ability to learn continuously is no longer a competitive advantage, it is a necessity. Yet many organisations still rely on traditional training models that struggle to keep pace with change.

So, what does it really take to build a learning culture that lasts?

In this interview, Laura Medina Escolano, Head of Global Learning & Development at DEKRA, explores the shift from training programmes to habit-driven learning. She shares why curiosity must become a daily behaviour, how leaders shape learning through small actions and why creating a safe environment for experimentation is critical to success. Watch the interview now.

From Individual Leaders to Atomic Teams: A New Approach to Organisational Performance 

Across organisations, leadership development has long been treated as an individual pursuit. High-potential programmes, competency frameworks, and executive coaching are all designed to elevate the individual leader. Yet as organisations face increasing complexity and pressure to perform, Charles Jennings and Tue Krabbe-Juelsbo ask a fundamental question: what if the true unit of value is not the individual at all, but the team? 

Watch our interview with Charles Jennings, Co-Founder, 70:20:10 Institute, and Tue Krabbe-Juelsbo, Senior Lead, Head of Leadership & People Development, Nuuday, to get their take on the power of atomic teams in your organisation, based on their upcoming research.

Inside Fanatics Commerce’s Talent Strategy: Scaling Leadership in a Hypergrowth Business

Is scaling leadership in a hypergrowth business just about doing more, faster? Or does it require a fundamental rethink of how leaders operate, how Talent functions deliver value, and how organisations balance structure with agility.

In this conversation with Richard Parfitt, Marketing Director, iVentiv, and Yulia Denisova, VP Talent & Development at Fanatics, we explore what it really takes to build leadership capability at pace in a business that has grown to 20,000 employees across 200 countries. From redefining prioritisation and decision-making, to introducing structure without bureaucracy, Yulia shares how Fanatics is evolving its talent strategy in real time.

The discussion also dives into the role of AI in leadership, the importance of maintaining human connection at scale, and why Learning and Development must shift from control to enablement. Watch the interview now.

What Makes a Good Learning and Development Budget in 2026?

As an L&D leader, you are certainly not alone in wondering if your budget matches up to the expectations placed on you and your team. It’s no surprise that 60% of CLOs say measuring ROI is one of their top priorities.

But what makes a good L&D budget in 2026? How much should your organisation be spending? What figures should you be benchmarking against?

Download the iVentiv Budget Report today for a detailed breakdown of how much senior Learning and Talent Executives have at their disposal in 2026, including average budget per employee. The report also lays out what L&D’s biggest spenders and biggest employers are prioritising.

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