Rethinking learning through the lens of science, strategy, behaviour and organisational development

In a world defined by rapid change, constant disruption, and increasingly complex work environments, the expectations placed on learning and development (L&D) teams have never been higher. Learning is no longer seen as a siloed function, but as a core enabler of business performance, cultural transformation, employee engagement, and long-term organisational change.

To meet these rising expectations, we must rethink how we design and deliver learning. We must move beyond the conventional boundaries of L&D and embrace a broader, interdisciplinary approach, one that draws from the rich insights of consumer science, psychology, and neuroscience, and one that aligns closely with the wider field of organisational development (OD).

Together, these disciplines offer a powerful framework for understanding how people behave, how they grow, and how they change within systems. While OD gives us the macro lens—focusing on culture, leadership, systems thinking, and the dynamics of change—consumer science, psychology, and neuroscience give us the micro lens, illuminating the cognitive, emotional, and behavioural drivers that shape individual and group learning experiences.

When brought together, they provide an unprecedented opportunity to design learning that is not only more effective and engaging but also more aligned with the strategic needs of the business and the lived realities of learners. Why This Matters Now

The urgency for this evolution is clear. According to LinkedIn’s 2024 Workplace Learning Report, 90% of L&D professionals say learning and development has become more strategic in their organisations, and 82% say their executives are increasingly focused on people development as a key to navigating change. Yet only 15% of employees say they are engaged with the learning provided by their organisations.

This gap between intent and impact is both a challenge and an opportunity.

Part of the issue lies in how learning is conceived and delivered. Too often, learning solutions are designed around content rather than behaviour. They prioritise information transfer over human experience. They assume that knowing leads to doing, despite decades of research showing otherwise.

In contrast, marketing professionals have long understood that decision-making is rarely rational. It’s emotional, contextual, and deeply influenced by cognitive biases, habits, and identity. By applying this same behavioural lens to learning, we can move from simply delivering training to crafting experiences that truly shift mindset, build capability, and drive performance.

Organisational Development: The Engine Behind Lasting Learning Impact

Organisational development plays a pivotal role in ensuring that learning does not exist in isolation but rather functions as a lever for wider cultural and systemic change. While the sciences of behaviour and consumer insight help us understand how individuals learn and make decisions, OD focuses on how organisations adapt, grow, and thrive. It bridges the gap between individual learning and organisational transformation.

OD offers the systems-thinking mindset and the change methodologies that enable learning to be embedded, scaled, and sustained across the enterprise. Without this macro lens, even the most well-designed learning experiences can remain surface-level interventions—misaligned with culture, unsupported by leaders, and quickly forgotten when day-to-day pressures take over.

By integrating learning with OD practices, we can:

•       Align learning with organisational goals and transformation agendas OD ensures that learning initiatives are connected to business strategy, cultural priorities, and the real-world challenges employees face. This alignment increases relevance, credibility, and executive support.

•       Create the right conditions for learning to stick OD practitioners focus on building environments—through leadership behaviours, communication practices, team norms, and organisational structures—that reinforce and enable learning. They help shape the context in which new behaviours can take root.

•       Embed learning into change and change into learning learning is often a precursor to change, but change is also a catalyst for learning. OD facilitates this reciprocal relationship by using diagnostics, stakeholder engagement, and change frameworks that make learning an integral part of organisational evolution.

•       Measure learning not just in outputs, but in outcomes Through OD, we shift the focus from tracking participation or satisfaction to evaluating behavioural shifts, cultural movement, and performance impact. This broader perspective enables a more meaningful assessment of learning effectiveness.

•       Foster cultures of continuous learning and experimentation One-off training programs can’t keep pace with complex change. OD helps build agile, feedback-rich cultures where learning becomes a daily, embedded practice rather than a scheduled event.

Organisations that combine the precision of behavioural science with the systemic insight of OD are better positioned to not only build capability—but to shift mindsets, influence culture, and shape the future of work. This is the foundation of a modern learning ecosystem: one that is science-informed, people-centred, and deeply connected to the rhythms and realities of organisational life.