Creating a strong continuous learning culture means more than offering training courses – it’s about building curiosity, reflection and ongoing growth into the rhythm of everyday work.
While some teams are already making progress, others are facing familiar challenges – from limited time and hybrid working to low engagement.
We asked L&D leaders Natasha Anderson and Stephanie Croxford to share their insights on what helps a learning culture take root, what can get in the way, and how L&D teams can play a key role in shaping a more learning-focused workplace.
‘The single biggest driver of business impact is the strength of an organisation’s learning culture.’ - Josh Bersin, HR and Learning and development thought leader.
This idea captures why learning culture has become a key focus in today’s workplace. But what does it actually mean to create a learning culture that goes beyond formal training? How do organisations move from seeing learning as a programme to seeing it as a mindset embedded in daily behaviours?
To explore this, we spoke with L&D experts Natasha Anderson and Stephanie Croxford. They shared insights on common challenges in building a learning culture, how the role of L&D is evolving and practical ways organisations can make learning part of everyday work.
Read on to find out how to nurture this mindset in your own organisation.
What is a culture of learning?
Developing a shared understanding of what a learning culture means to your organisation is a crucial first step. It can mean different things to different people – from formal training to everyday reflection or innovation. Having a common view helps teams align, making it clearer what behaviours are encouraged, how learning is supported, and how it links to wider values. It also helps identify gaps and make learning feel more joined-up.
‘A learning culture is more than just an event or set of training programmes,’ says Stephanie. ‘It’s about mindset and everyday behaviours - how people show up to work, whether they feel safe to ask questions or admit they don’t know something.’ She recalls an organisation where mistakes were reframed as learning moments, using the phrase: ‘You’ve had a learn’.
Natasha agrees. ‘It’s about asking questions, trying things out and feeling safe to experiment. It’s learning from both success and failure – and sharing that learning.’ She adds that people often don’t realise they’re learning, especially in project-based work, unless it’s formally recognised.
Why a learning culture matters more than ever in 2025
Traditionally, learning culture was seen as the responsibility of the L&D team, focused on courses and compliance. But today, the role of L&D is more about enabling learning across the organisation. In a fast-changing environment, a strong learning culture supports adaptability and long-term success.
‘Developing a growth mindset helps you adapt, innovate and navigate ambiguity,’ says Natasha. With rapid change, especially from AI, continuous learning is vital for employability.
Stephanie adds: ‘Everything is evolving - technology, regulations, client needs, how we work. If we don’t keep learning, we fall behind.’ learning also plays a key role in attracting and retaining talent. ‘People want to grow,’ she says. ‘And it’s not just about programmes – it’s also learning from leaders and colleagues.’
What role does the L&D team play?
Traditionally, learning culture was seen as the sole responsibility of the L&D team, managed mainly through courses, training plans and compliance tracking. It often didn’t involve wider teams, managers or everyday work practices. That’s changing. Today, L&D acts more as an enabler than the sole owner. ‘We’re educating the business on what a learning culture means,’ explains Stephanie. ‘But we can’t do it alone. We mentor, coach and offer programmes, but it has to involve everyone.’
Natasha adds that partnering with business leaders is vital. ‘Understand their challenges and design initiatives to address them. When leaders see learning solving real problems, they’re more likely to support it.’ Both stress the importance of leaders role-modelling learning behaviours to encourage a culture across the organisation.
Common challenges - and how to overcome them
Building a learning culture takes time and commitment, and it’s not always straightforward. L&D teams often face common challenges that make it harder for learning to become part of everyday work. Natasha points out that aligning learning with business outcomes can be difficult, especially when those outcomes are changing. Sometimes, the business doesn’t see the direct impact of learning. To tackle this, L&D teams can:
- Involve business leaders early to set shared priorities
- Focus on small, visible wins that show learning’s impact
- Maintain open communication by sharing stories, data and feedback linked to business needs.
Stephanie highlights time as a major barrier: ‘People are busy. Client work and KPIs often take priority, pushing learning down the list.’ Natasha adds that the abundance of content can be overwhelming, and without clear development plans, people don’t know where to start. To help, L&D teams can:
- Encourage small, regular learning habits
- Curate relevant, engaging and easy-to-navigate content
- Create dedicated space for learning that feels valuable, not optional
Both agree that psychological safety underpins it all. As Stephanie says: ‘If people fear feedback, they won’t learn. Leaders need to create an environment where feedback is supportive, not threatening.’
Discover practical steps to building a learning culture that works in our guide for L&D teams.
Can the impact of learning culture be measured?
Measurement might not be perfect, but with the right mix of data, intention and time, it is possible to see if your learning culture is taking hold. If your organisation is investing in learning culture, it’s natural to wonder how to tell if it’s working. There isn’t a single measure that captures culture fully, as it’s complex and ongoing. ‘You have to be intentional,’ says Natasha. ‘Decide what success means for you - whether that’s retention, productivity, or internal mobility - and then focus on those outcomes.’
Stephanie points out that a broader view is needed. ‘No one metric is perfect. You need to combine feedback, behavioural changes, engagement surveys and quality of conversations during appraisals to get a fuller picture.’ Sometimes, the signs are less tangible. ‘It’s a feeling,’ she says. ‘When you join a business and learning is clearly part of how things are done.’ With a combination of data, clear goals, and time, it’s possible to see if your learning culture is gaining ground.
Final thoughts
You can’t build a learning culture overnight. It takes time to change habits and shift mindsets. By creating the right conditions - fostering curiosity, encouraging risk-taking and feedback – you can empower your teams to continuously improve, adapt and thrive. By taking small steps now, you lay the foundations for a culture that’s ready for whatever the future brings - one where learning is part of how you grow, not just something you do.
And while progress might not always be easy to measure, you’ll start to see it in the everyday moments - in the questions people ask, the ideas they share, and the confidence they show to try something new. That’s when you know it’s working.
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