Lloyd Braithwaite

The job description for most roles inside an L&D function looks meaningfully different than it did two years ago , and for many roles, the transformation is still accelerating. As AI absorbs traditional instructional design tasks, business units become content creators, and the function's value shifts from production to strategy, the roles that defined L&D for a generation are giving way to new ones that most functions do not yet have the hiring criteria or development pathways to build. How to manage that transition without losing the practitioners who built the function's credibility.

- Identifying which instructional design, content development, and program coordination tasks are being absorbed by business unit content creators, subject matter experts, and AI-assisted platforms , and what that means for existing team members

- Define the emerging roles that high-performing L&D functions are building: learning strategists, capability intelligence analysts, performance consultants, and experience architects , and what each requires to be effective

- Build the internal development pathways that help current L&D practitioners grow into the roles the function will need rather than forcing them out in favor of external hires who lack the organizational context that makes new roles effective quickly