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Learning and development (L&D) plays a pivotal role in shaping successful organizations. The logic seems simple: Equip employees with the right skills and they’ll drive stronger business outcomes. Yet many L&D leaders still struggle to demonstrate the tangible impact of their programs to the C-suite.

Compounding this challenge is the ongoing skills crisis. According to LinkedIn’s 2025 Workplace Learning Report, nearly half of learning and talent development professionals — 49% — agree with the statement: “My executives are concerned that employees do not have the right skills to execute our business strategy.”

Bridging this gap requires a company-wide commitment to learning. As Stephanie Conway, senior director of talent development at LinkedIn, notes in her analysis of the Workplace Learning Report, organizations must empower employees “to cultivate curiosity and reach for new knowledge on a daily basis.” And to make that happen, securing executive buy-in for L&D initiatives is more critical than ever.

So how can learning and development leaders effectively demonstrate the value of their programs to senior leadership? To find out, we asked five industry experts: What’s the most compelling argument you can make — or have had to make — to the C-suite about the value of learning and development?

Read on for their insights, strategies, and real-world success stories.

Christopher Lind: Position L&D as a business optimizer, not an added expense

“Far too often, the case made to C-suite leaders is a request to add something new — on the promise that it will create future value for the organization,” says Christopher Lind, executive advisor for business and product transformation at Christopher Lind Co. “But in my experience, this approach doesn’t always resonate with an audience that often perceives learning as a ‘nice-to-have.’

“While these value propositions are important, I’ve found that a more effective strategy is to identify existing, measurable expenditures or inefficiencies that L&D can eliminate as part of the solution. This shifts the conversation from an added investment to cost reduction and operational efficiency — making it an easier ‘yes.’

“For example, when I was building the case for a digital adoption platform, I didn’t just highlight improvements in user experience or new reporting capabilities. Instead, I focused on eliminating costs tied to outdated support and training materials while also reducing errors in existing business processes.

“The proposal was accepted without hesitation because the ‘investment’ wasn’t framed as an additional cost — it was a way to cut millions in expenses while freeing up critical resources.”

Lori Niles-Hofmann: Evolve your workforce — or get left behind

“What got your company here won’t get you there,” says Lori Niles-Hofmann, senior edtech transformation strategist at NilesNolen. “That’s what I tell the C-suite when making the case for L&D. I ask them to imagine trying to operate with the same technology stack from two or three years ago. It would be impossible to execute their strategy or meet key performance indicators. Now, replace technology with people and skills. The argument is the same — and requires just as much investment.

“The reality is, standing still is moving backward. Competitors are evolving, technology is sprinting ahead, and customer expectations are skyrocketing. If you’re not building top talent, you’re falling behind. And if you’re not investing in your innovators, be prepared to lose them — to your rivals.”

Ruth Gotian: High achievers thrive on learning — and drive business success

“High achievers are up to 400% more productive than the average employee,” says Ruth Gotian, chief learning officer at Weill Cornell Medicine. “In highly specialized fields, that number jumps to 800%. What sets them apart? Relentless curiosity and continuous learning. They don’t just do their jobs — they connect dots others don’t see yet, driving innovation and growth.

“When organizations invest in learning and development, they fuel this high-performance engine. The result? Increased productivity, breakthrough ideas, and a stronger bottom line. Support your top talent’s growth, and they’ll reward you with loyalty — and attract other high achievers along the way. After all, top performers want to work with the best.

“L&D isn’t just about skill-building; it’s a competitive advantage. Companies that prioritize learning don’t just retain top talent — they become magnets for the best and brightest.”

Dr. Terri Horton: L&D isn’t just an investment — it’s a matter of survival

“In today’s AI-driven business landscape,” says Dr. Terri Horton, work futurist and CEO of FuturePath, “the ability to adapt, upskill, and reskill at scale is a matter of organizational survival.

“When C-suite leaders ask, ‘What’s the ROI of L&D?’ my response is simple: Without it, what will you become? The reality is that no organization can build a world-class business — one that withstands competitive pressures and future disruptions — without a strong commitment to learning. It’s critical to speak executives’ language, anchoring L&D advocacy in the metrics that matter most to them: productivity, innovation, and growth. And, just as importantly, backing those arguments with data.

“This message is especially vital in the age of AI, as many C-suite leaders grapple with prioritizing AI and AI agents over human talent. AI is already transforming how work gets done, and the greatest risk isn’t AI itself — it’s having a workforce that lacks the skills to leverage AI to drive value, growth, and innovation. L&D leaders must reframe these conversations, reinforcing the powerful role of learning not just in strengthening human capabilities and AI optimization but in shaping the future of organizations.”

Naphtali Bryant: Learning isn’t just a strategy — it’s a competitive advantage

“The most compelling argument learning leaders can make to the C-suite is this: Learning is the ultimate business multiplier,” says Naphtali Bryant, executive coach and leadership development consultant at RAC Leadership.

“When people grow, businesses grow. Organizations that invest in learning don’t just develop talent — they build agility, fuel innovation, and create a competitive edge in the face of change. In a world where disruption is constant, the ability to outlearn the competition is the ability to outperform the competition. Stay ready, so you don’t have to get ready.

“L&D isn’t a cost center; it’s a growth engine. When learning is embedded in company culture, employees stay engaged, leaders get stronger, teams adapt faster, and organizations don’t just react to change — they drive it.

“The bottom line: Companies that prioritize learning win. Those that don’t? They risk becoming obsolete faster than they think. And that’s where you rest your case.”

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