Conversations that lasted with us 

Leaders acknowledged that while investments in learning are increasing, the ability to measure impact and tie it back to business value is still evolving. And that gap is forcing a rethink. 

There was also a strong consensus that generic learning no longer works. In an environment defined by constant change, organisations need learning models that are dynamic, role-specific, and closely aligned with real business needs. 

What stood out most, however, was how the role of the learning leader itself is evolving. No longer confined to HR, L&D leaders are increasingly expected to operate as strategic business partners, accountable not just for learning delivery, but for business impact. 

As Krishna Kumar, Head of Marketing – Tekstac, summed it up:
“It was insightful to see how learning leaders are evolving into strategic business contributors. What stood out was how impact is now being quantified—not just in outcomes, but in actual dollar terms for the business.” 

Adding to this perspective, Krishnan Unni, Chief Business Officer & Head of GTM at Tekstac, captured the larger shift: 

“There is a significant opportunity to reimagine skilling programs with AI playing a crucial role in making L&D more strategic and sustainable. 

Previously, professionals could work for decades without needing to constantly upskill. That’s no longer the case. The lifespan of jobs is shrinking, required skills are expanding, and predicting what’s next is becoming harder. As a result, learning has evolved from a transactional activity to a lifelong capability—one that must be accessible, simpler, and available to everyone, not just a privileged few.”