In this episode, I welcome Tracie Cantu, Chief Learning Strategist and author of Running L&D Like a Business. We discuss the operational challenges facing today’s L&D teams, the critical distinction between workflows and processes, and the dangers of succumbing to “shiny object syndrome” in the era of AI. From the looming risk of a mid-level talent gap to predictions about the future of L&D itself, our conversation offers practical frameworks, strategic advice, and a glimpse into what it will take for learning leaders to thrive in an uncertain future.
You will want to hear this episode if you are interested in...
- 06:39 Optimizing learning function operations
- 08:14 Defining workflows vs processes
- 16:33 Evaluating investment value in L&D
- 18:35 Using the ‘5 Whys’ method
- 24:29 Discussing the problem-solving mindset
- 30:09 Training models and workforce readiness
- 36:45 AI in talent acquisition and L&D challenges
- 43:09 Expectations and projections for L&D's future
The Power of Process Over Workflow
Traditionally, L&D departments have been highly reactive—responding to requests, putting out fires, and churning out solutions, often without a clear line of sight to business goals. Tracy sees L&D as an optimizer of systems more than anything.
She distinguishes between workflows—a series of tasks, often repeated for each new problem—and processes, which are more strategic, goal-oriented, and repeatable across scenarios. Many L&D teams are stuck in workflow mode, leading to reinventing the wheel rather than building scalable, impactful models. Processes enable organizations to rise above reactive task management, free up resources for strategic initiatives, and lay the groundwork for measuring real business value.
People, Processes, and Technology
Tracie’s operating model blueprint has three pillars—people, process, and technology:
- People: Are the right skills in the right roles? Or are teams over-indexed in content production but lacking capabilities in data and strategy?
- Process: Are you operating by checklists or by cohesive, strategy-backed processes that align to business goals?
- Technology: Do your tools work together as an ecosystem, or are they siloed, duplicating effort and data?
L&D teams often falter at the process stage where prioritization, governance, and strategic trade-offs live. Without this backbone, even the shiniest technology will fail to deliver.
Why AI Isn’t a Silver Bullet
Too often, L&D falls prey to “shiny object syndrome”—embracing new technologies before understanding whether they solve any actual problem. Tracie shares the story of a company that spent half a million dollars on VR headsets for employee training, only to realize that what the team needed was human interaction and real feedback, not another gadget. Lots of organizations see AI as a means to crank out content faster, rather than as a tool to fundamentally rethink how we solve business challenges. For AI or any new tech to really be transformative in L&D, the back end—data, processes, and governance—needs to be tight. Otherwise, as Tracie says, “garbage in, garbage out, only louder with AI.”
The Future of L&D
Tracie shares why she thinks L&D may be split into a production-focused function in the future, essentially an in-house content shop, and a more strategic workforce enablement team, possibly absorbed into talent or HR. The risk is that as organizations cut costs and chase efficiency, they neglect long-term skills development, creating a skills dearth by 2032.
Who will be responsible for upskilling and reskilling when L&D is gone? If L&D disappears, the job may fall to talent acquisition or management, but neither is equipped to oversee ongoing learning at scale. L&D professionals who embrace business partnership, systems thinking, and continuous reinvention can still carve out vital space within organizations. The path forward requires tough choices—rethinking team structure, adopting true process discipline, and resisting the allure of fast fixes.
Resources & People Mentioned
Connect with Tracie Cantu
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