“Why L&D Frameworks Fail—and How to Align Strategy With Reality”

Subtitle

The gap between theory and execution in corporate learning is wider than ever. Here's how to make your training strategy actually work—grounded in insights from L&D leaders on the front lines.

🧱 Structure (900–1200 words)

1. The Great Disconnect (Opening Hook)

The frameworks are elegant. Kirkpatrick, Phillips, 70:20:10, flow-of-work learning.

But inside most companies, these models break down almost immediately.

• Set the scene with the persistent frustration business leaders feel about training not delivering results.

• Reference the billions spent and the consistent ROI gap.

• Pose the thesis:

  “What if the problem isn’t the framework—but the organizational architecture it’s being dropped into?”

2. What the Frameworks Assume (And Get Right)

Briefly outline what frameworks expect from organizations:

• Clear goals and alignment
• Feedback loops and clean data
• Psychological safety and learning culture
• Integrated systems (LMS + HRIS + performance tracking)

Acknowledge these are valid principles—but explain that they’re based on ideal environments that rarely exist.