L&D influence constrained by access and evidence gaps, says TJ report
Most L&D teams are not ready to prove impact, with access to decision-makers the biggest barrier.
Learning and development teams are still struggling to demonstrate business impact, despite growing pressure to align with organisational outcomes, according to new research from Training Journal.
The TJ L&D Influence Report 2026 finds that while 59% of practitioners feel somewhat or very ready to turn evidence into action, only 3% consider themselves fully prepared. A further 41% report low readiness, showing a clear gap between intent and delivery.
The issue is not technology. The report identifies decision-makers as the main bottleneck, limiting L&D’s ability to influence strategy, secure investment and act on evidence.
The report also introduces the TJ Readiness Enablers Index, a framework to assess how ready L&D teams are to turn evidence into action, based on access to decision-makers, data, time to experiment and support to scale.
The findings suggest that gaps in these areas, particularly access to decision-makers, are holding back progress.
Access, not technology, limits impact
The research, based on input from Training Journal’s 60th anniversary conference and practitioner interviews, points to access to senior stakeholders as the defining factor in L&D effectiveness.
Without early involvement in business conversations, L&D cannot define success in commercial terms or align work to operational priorities. Proximity to outcome owners, including operational, commercial and transformation leaders, determines whether learning translates into performance.
This shifts the focus away from platforms and content. The constraint is organisational position.
From content to performance
The report continues the shift away from learning delivery towards performance enablement.
L&D’s role is to support execution in the flow of work. That includes job aids, manager coaching, process fixes and targeted use of AI to support decision-making.
The focus is on capability in context, not courses.
Business priorities reshape L&D focus
The report shows a clear link between L&D activity and commercial outcomes. Priorities for 2026 are:
- Talent, skills and retention: 43%
- Revenue growth: 30%
- Cost efficiency: 13%
- L&D is being asked to contribute directly to performance, not just capability.
Evidence remains a barrier
Measurement is still a problem, but not only for technical reasons. Practitioners point to lack of confidence and uncertainty about what to measure.
Evidence determines influence. When impact is clear and expressed in business terms, L&D is more likely to be trusted, funded and involved earlier.
A call for focus
The report calls for L&D teams to reduce volume and prioritise work that affects performance.
This includes stopping activity that does not change outcomes and focusing on fewer, higher-impact initiatives. Short cycles, including 30-day pilots, are recommended to test and scale what works.
Adaptation becomes the role
The report positions L&D as the function that helps organisations adapt under pressure.
Its role is to support execution as conditions change, turning strategy into ways of working that stick.
A grounded view of L&D today
Influence comes from access to the business, evidence of impact and a focus on performance, brought together here in a report grounded in real practitioner insight.
Report
Get the report: TJ L&D Influence Report 2026