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more about 360Learning's L&D Maturity Model",[],[434,438],{"tag":435},{"id":125,"type":126,"tags":436,"lang":15,"slug":128,"first_publication_date":129,"last_publication_date":130,"uid":128,"link_type":109,"key":437,"isBroken":111},[],"475d602d-d1ae-4add-a894-490aba74584f",{"tag":439},{"id":136,"type":126,"tags":440,"lang":15,"slug":138,"first_publication_date":139,"last_publication_date":139,"uid":138,"link_type":109,"key":441,"isBroken":111},[],"59637344-ae8f-42f5-bcce-00a01c44a647","fe0c4bcc-8086-49a2-a3c6-a5224998cd7f",[444,449],{"tag":445},{"id":125,"type":126,"tags":446,"lang":15,"slug":128,"first_publication_date":129,"last_publication_date":130,"uid":128,"data":447,"link_type":109,"key":448,"isBroken":111},[],{"label":132},"78098ea5-b4f4-4ab7-a818-6c628b0751ee",{"tag":450},{"id":136,"type":126,"tags":451,"lang":15,"slug":138,"first_publication_date":139,"last_publication_date":139,"uid":138,"data":452,"link_type":109,"key":453,"isBroken":111},[],{"label":141},"55bf2421-01b3-4ae9-949d-321562ee35d2","c4fcee5b-3e74-46d7-8f31-1ae95903a3cb",[456,471,488,505,530,541,553,564,571,582,594,611,623,637,648,719,724],{"variation":457,"version":458,"items":459,"primary":460,"id":469,"slice_type":470,"slice_label":7},"default","initial",[],{"text":461},[462,466],{"type":463,"text":464,"spans":465,"direction":67},"heading2","Finding one: There is a proactive plateau in L&D",[],{"type":71,"text":467,"spans":468,"direction":67}," Across the full sample of 1,062 respondents, the average L&D maturity score is 2.54 out of 5. Broken down by level, 5.7% of teams sit at Level 1 (Reactive), 44.0% at Level 2 (Proactive), 40.6% at Level 3 (Impacting), 8.5% at Level 4 (Strategic), and just 1.3% at Level 5 (Transformative). Put together, 85% of the profession sits at Level 2 or 3. Only around one in ten teams — 9.8% — reaches the levels where L&D demonstrably drives business outcomes.",[],"RichText$f7080d0d-4ed1-4857-baef-5583e6bca99b","RichText",{"variation":457,"version":458,"items":472,"primary":473,"id":486,"slice_type":487,"slice_label":7},[],{"image":474,"has_grey_background":111,"caption":482,"cta_type":483,"cta_link":484},{"dimensions":475,"alt":478,"copyright":7,"url":479,"id":480,"edit":481},{"width":476,"height":477},1600,836,"share-of-ld-teams-at-each-maturity-level","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FmLlIOUTC2X8Mt4Lv_EN-guide-state-of-ld-maturity-01-maturity-levels1.png?auto=format,compress","mLlIOUTC2X8Mt4Lv",{"x":35,"y":35,"zoom":36,"background":37},"Put together, 85% of the profession sits at Level 2 or 3.","link",{"link_type":485},"Any","Image$62b0c0eb-0073-460d-a897-4910e67ed9da","Image",{"variation":457,"version":458,"items":489,"primary":490,"id":504,"slice_type":470,"slice_label":7},[],{"text":491},[492,495,498],{"type":71,"text":493,"spans":494,"direction":67},"This is ok. It’s not a failure. It’s what most organizations expect from L&D. The industry has largely moved past reactive, compliance-only L&D. Most teams now have a defined strategy that covers their one to three core use cases — usually some combination of compliance training, global onboarding, and leadership development. ",[],{"type":71,"text":496,"spans":497,"direction":67},"But look at how that strategy runs. When we connect the dots across the different themes, we can see that involvement from subject-matter experts is limited and unstructured rather than built into the operating model. L&D mostly receives requests for training rather than proactively identifying what's needed. And success is measured the way it's always been measured: attendance, completion rates, \"happy sheet\" satisfaction scores, and eNPS — inputs and sentiment, not outcomes.",[],{"type":71,"text":499,"spans":500,"direction":67},"That's the proactive plateau: a strategy on paper, core use cases covered, and a level of polish that feels like maturity because, compared to solely maintaining compliance L&D, it is. But it's also comfortable. It's the version of L&D that's expected and requested, and it rarely gets challenged from either direction — learners tolerate it, and leadership doesn't yet have the language to ask for more. The rest of this report is about what's holding the 85% back from Level 4, and it turns out to be two different things depending on where a team currently sits.",[501],{"start":35,"end":502,"type":503},28,"strong","RichText$bd1ea3fd-42bd-400c-94f1-bfa26662c2a7",{"variation":506,"version":458,"items":507,"primary":508,"id":529,"slice_type":470,"slice_label":7},"highlightedText",[],{"text":509},[510,516],{"type":71,"text":511,"spans":512,"direction":67},"\"The finding that the majority of L&D teams are at a level 2 or 3 maturity level is data that supports what I see out in the field. Most teams are stuck in a legacy model of fulfilling requests and meeting compliance needs. Because this is what's been done for so long, leaders throughout an organization don't see that L&D could work any differently, especially when the L&D team is producing high quality work. They don't see that the organization is actually missing out when L&D stays in that legacy box. L&D is the team that can see and solve talent challenges holding the organization back from advancing. But we can't solve those challenges if we are stuck responding to requests.\"",[513],{"start":35,"end":514,"type":515},688,"em",{"type":71,"text":517,"spans":518,"direction":67},"— Jess Almlie, Learning and Talent Development Transformation Leader, Almlie Consulting",[519,521],{"start":35,"end":520,"type":515},87,{"start":522,"end":523,"type":524,"data":525},2,13,"hyperlink",{"link_type":526,"url":527,"target":528},"Web","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjessalmlie\u002F","_blank","RichText$39ffd65a-b20f-4e0b-b726-750edae5fd20",{"variation":457,"version":458,"items":531,"primary":532,"id":540,"slice_type":470,"slice_label":7},[],{"text":533},[534,537],{"type":463,"text":535,"spans":536,"direction":67}," Finding two: One score doesn't tell the full story",[],{"type":71,"text":538,"spans":539,"direction":67},"A single maturity score is a convenient way to benchmark an organization, and it's also close to meaningless on its own. Only 3.5% of respondents score identically across all seven themes. ",[],"RichText$1dffc54a-7ea2-48e3-8b97-46a9d5fff643",{"variation":457,"version":458,"items":542,"primary":543,"id":552,"slice_type":487,"slice_label":7},[],{"image":544,"has_grey_background":111,"caption":550,"cta_type":483,"cta_link":551},{"dimensions":545,"alt":546,"copyright":7,"url":547,"id":548,"edit":549},{"width":476,"height":477},"jagged-maturity-profiles","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002F1WDpxCP7TOrJW0Li_EN-guide-state-of-ld-maturity-11-maturity-profiles-spider1.png?auto=format,compress","1WDpxCP7TOrJW0Li",{"x":35,"y":35,"zoom":36,"background":37},"Maturity is jagged, not uniform. L&D teams will score differently on each theme.",{"link_type":485},"Image$591d0de2-7720-4266-b72f-7cf2af8271df",{"variation":457,"version":458,"items":554,"primary":555,"id":563,"slice_type":470,"slice_label":7},[],{"text":556},[557,560],{"type":71,"text":558,"spans":559,"direction":67},"61% have a gap of two levels or more between their strongest and weakest dimension, and the average gap across the whole sample is 1.8 levels. ",[],{"type":71,"text":561,"spans":562,"direction":67},"In practice, that means the typical L&D team might be Strategic on Learning Strategy and still Reactive on Learning Metrics — two very different realities compressed into one \"Level 3\" label.",[],"RichText$ff746026-bd98-4c79-907b-9f8d975a4a91",{"variation":506,"version":458,"items":565,"primary":566,"id":570,"slice_type":470,"slice_label":7},[],{"text":567},[568],{"type":71,"text":558,"spans":569,"direction":67},[],"RichText$d2cd85ee-6fd9-4e33-952d-51599d21ac42",{"variation":457,"version":458,"items":572,"primary":573,"id":581,"slice_type":470,"slice_label":7},[],{"text":574},[575,578],{"type":71,"text":576,"spans":577,"direction":67},"This jaggedness doesn't smooth out as teams mature. Among the 105 respondents who reached Level 4 or 5 overall — the most mature teams in the dataset — the same pattern holds. ",[],{"type":71,"text":579,"spans":580,"direction":67},"Their strongest dimension is Learning Strategy at 4.23, followed closely by Learning Needs Identification (4.19) and SME Collaboration (4.19). Their weakest, by a clear margin, is Training Processes at 3.55 — a gap of 0.68 levels between their best and worst capability. 52% of these top-performing teams cite Training Processes as their single weakest dimension; Learner Engagement is a distant second at 47%.",[],"RichText$4182a871-04d4-4d44-9fc3-78b5dbfd0b91",{"variation":457,"version":458,"items":583,"primary":584,"id":593,"slice_type":487,"slice_label":7},[],{"image":585,"has_grey_background":111,"caption":591,"cta_type":483,"cta_link":592},{"dimensions":586,"alt":587,"copyright":7,"url":588,"id":589,"edit":590},{"width":476,"height":477},"training-processes-are-weak-at-level-4-5","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FGIHYBXthLtMHHrvm_EN-guide-state-of-ld-maturity-12-level-4-5-weakest-link1.png?auto=format,compress","GIHYBXthLtMHHrvm",{"x":35,"y":35,"zoom":36,"background":37},"Even mature teams have jagged maturity profiles.",{"link_type":485},"Image$f66d70e8-0dfc-433e-8291-61d0d793e278",{"variation":457,"version":458,"items":595,"primary":596,"id":610,"slice_type":470,"slice_label":7},[],{"text":597},[598,601,607],{"type":71,"text":599,"spans":600,"direction":67},"In other words: even the L&D teams that have cracked strategy, leadership buy-in, and SME collaboration are still bottlenecked on operationalizing their work — coordinating, managing, and reporting on training at the speed their strategy demands. ",[],{"type":71,"text":602,"spans":603,"direction":67},"The takeaway holds at every level of maturity: \"what's your score?\" is the wrong question. \"Where's your gap?\" is the right one, because that gap is what's actually holding a team back, whatever their headline number says.",[604],{"start":605,"end":606,"type":503},47,127,{"type":463,"text":608,"spans":609,"direction":67},"Finding three: There are two walls, not one plateau",[],"RichText$6c93dbf5-d207-4180-a433-97c52d500aee",{"variation":457,"version":458,"items":612,"primary":613,"id":622,"slice_type":487,"slice_label":7},[],{"image":614,"has_grey_background":111,"caption":620,"cta_type":483,"cta_link":621},{"dimensions":615,"alt":616,"copyright":7,"url":617,"id":618,"edit":619},{"width":476,"height":477},"the-two-walls-holding-teams-back","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FxUG989jqKpEcLkxt_EN-guide-state-of-ld-maturity-03-two-walls1.png?auto=format,compress","xUG989jqKpEcLkxt",{"x":35,"y":35,"zoom":36,"background":37},"The two walls holding L&D teams back",{"link_type":485},"Image$68678aa2-42f6-4519-acc6-d591f76d6356",{"variation":457,"version":458,"items":624,"primary":625,"id":636,"slice_type":470,"slice_label":7},[],{"text":626},[627,630,633],{"type":71,"text":628,"spans":629,"direction":67},"If jagged profiles tell us maturity isn't one thing, our correlation analysis tells us it isn't a single climb either. Across all 1,062 respondents, the strongest relationship in the entire dataset is between Leadership Alignment and Learning Strategy (r=0.534): these two themes move together almost in lockstep. ",[],{"type":71,"text":631,"spans":632,"direction":67},"That makes intuitive sense — you can't sustain a real strategy without leadership buy-in, and buy-in has nothing to align around without a strategy. Several of the next-strongest correlations also run through Learning Needs Identification, linking it to Learning Metrics (r=0.516), Learner Engagement (r=0.501), and Learning Strategy (r=0.498).",[],{"type":71,"text":634,"spans":635,"direction":67},"Set that against the measurement multiplier from later in this report: respondents scoring Level 1–2 on Learning Metrics average just 2.21 overall, while those scoring Level 4–5 on it average 3.62 — a gap of 1.41 levels, the single largest swing produced by segmenting the data any way we tried.",[],"RichText$613d7165-db26-4905-b2ab-d3f820fddf43",{"variation":506,"version":458,"items":638,"primary":639,"id":647,"slice_type":470,"slice_label":7},[],{"text":640},[641,644],{"type":71,"text":642,"spans":643,"direction":67},"Breaking out of Level 2 into Level 3 is a strategy and alignment problem: it's the \"get a seat at the table\" transition, where a strategy becomes one that leadership actively backs. ",[],{"type":71,"text":645,"spans":646,"direction":67},"Breaking out of Level 3 into Level 4 is a quantifying impact problem: it's the \"prove your value\" transition, where a team doing genuinely good work finally has the evidence to demonstrate it. ",[],"RichText$20a5f5e0-ade0-4753-83aa-0ad727608d2e",{"variation":457,"version":458,"items":649,"primary":650,"id":718,"slice_type":470,"slice_label":7},[],{"text":651},[652,655,657,660],{"type":71,"text":653,"spans":654,"direction":67},"Put the two together and a two-stage structure emerges. Breaking out of Level 2 into Level 3 is a strategy and alignment problem: it's the \"get a seat at the table\" transition, where a strategy becomes one that leadership actively backs. ",[],{"type":71,"text":645,"spans":656,"direction":67},[],{"type":71,"text":658,"spans":659,"direction":67},"We call these the two walls. The next two sections unpack each wall in turn.",[],{"type":661,"text":662,"spans":663,"direction":67},"heading3","Next chapter: Part two: Unpacking the 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