What happens after training? Focused on ROI, learning metrics, and closing the training impact loop.
| Article | Core Message |
|---|---|
| “Evaluating ROI on Your Company’s L&D Initiatives” (2023) | Lays out a five-step framework for measuring ROI on learning investments—but assumes ideal conditions. |
| “The Most Common Mistake in Calculating ROI” (2015) | ROI fails not because it’s impossible, but because orgs miscalculate by ignoring indirect costs. |
| “Maximizing Your Return on People” (2007) | Argues for tying people investments to business results through predictive analytics. |
| “Let’s Be Realistic About Measuring Impact” (2013) | Emphasizes that not all training should be held to the same measurement standards. |
| Svenja Schäfer’s Thesis | Refutes and extends this vertical—most orgs can't implement any of these due to structural, legal, and cultural constraints. |
What happens inside the training? Focused on how training is constructed, deployed, and integrated.
| Article | Core Message |
|---|---|
| “Don’t Give Up on Unconscious Bias Training—Make It Better” (2017) | Training fails without reinforcement and accountability—follow-up is key. |
| “How to Build a Successful Upskilling Program” (2022) | Training works when tied to mobility, tracked by data, and co-designed with stakeholders. |
| “How to Get the Most Out of Executive Education” (2014) | Executive training only works when linked to org goals and post-program accountability. |
| “Learning Emerging Skills Doesn’t Always Pay Off” (2025) | Don’t overinvest in trendy skills; better to strengthen core skills with known payoffs. |
| Svenja Schäfer’s Thesis | Challenges the training-centered optimism here, showing that without system alignment, even well-designed training fails to yield results. |
Is training aligned with business strategy? Focused on connecting training to business goals and building internal systems for scale.
| Article | Core Message |
|---|---|
| “Where Companies Go Wrong with L&D” (2019) | Despite high investment, most training fails due to disconnection from business strategy. |
| “Three Ways to Lead Learning” (2025) | Leadership must adopt one of three roles—Cultivator, Architect, or Champion—to drive learning strategy. |
| “Reskilling in the Age of AI” (2023) | Reskilling must be fast, strategic, and targeted, with ROI and role-mapping at the center. |
| Svenja Schäfer’s Thesis | Directly answers this vertical—reveals why strategic alignment fails (feedback loops, LMS silos, GDPR, etc.). Suggests orgs need “Integrators.” |