Insights2025 Global Leadership Development StudyHarvard Business Impacts 3rd Annual StudyFast, Fluid, and Future-Focused LearningThrough interviews with and a survey of more than 1,100 Learning & Development (L&D) professionals and functional leaders across more than 14 countries, the theme that emerged this year is that L&D has a new mandate. The business is looking for fast, fluid, and future-focused learning.In response, the velocity of organizational learning must be accelerated through a reciprocal exchange of information between Al and the people working alongside it. This mandate demands big changes from L&D and has important implications for leadership development and more. Organizational learning is now a serious competitive differentiator.Download the report1,100+L&D and HR professionals andfunctional heads surveyed14+countries acrossmultiple industries20,000+employees at nearly half of companies surveyedIn the coming year, respondents foresee three objectives for L&D to develop leaders for future success.Build a Change-Seeking Organizational CultureIn this years survey, 40% say their organizations are putting even more emphasis this year than last on building a change-ready organization.We use the 4B analysis as we look at the workforce well need in the future and determine how we are going to get it. Are we going to buy, build, or borrow the talent, skill, or expertise? Or does this task get transferred to a button or bot? This kind of analysis is done in every market, every function, every business line now. Head of Corporate Training & Development at a Multinational Food and Beverage CompanyReadiness Reimagined: How to Build a Change-Seeking CulturePredict the Nonlinear Evolution of Roles44% of survey respondents say their organization will put greater emphasis this year than last on supporting workforce upskilling and reskilling in their leadership development programs.We have [many] technical people who are strong technical experts, butwith a lower capability in transmitting knowledge back into the leadership. Head of HR in North America for a Multinational Transportation CompanyThe Fluid Future of Work: Rethinking Roles in the Age of Intelligent MachinesAccelerate Speed to SkillWhether learning initiatives are designed to develop a skill, create alignment, improve collaboration, foster new ideas, or encourage changes in perspectives, they all have new requirements: they need to be more easily scalable, happen faster, and be delivered in context for the organization.Taking a broader view that considers how I can strengthen collective intelligence by supporting collective memory, attention, and reasoning can open opportunities to unlock the true potential of human-AI collaboration. Christoph Riedl, How to Use AI to Build Your Companys Collective Intelligence, HBR.orgWhy the Tortoise Doesnt Win Anymore: Speed to Skill as a Competitive AdvantageThree Strategies to Address Learning & Development ObjectivesAmplify with AILean into Full-Immersion LearningChampion the Complementary ElementsResearch ReportDiscover how to prepare your leaders to thrive in an AI-driven world.Download reportResearch FindingsDive deep into the results from our study.Download reportExplore the infographics to uncover more insights 3 L&D Priorities for Building the Collective Intelligence of Humans and MachinesView the infographic 3 Strategies to Meet the MomentView the infographic The Future Is Fluent: Why AI Demands a New Kind of LeaderView the infographicSee how forward-thinking companies are adapting to change and transforming at scale.Charles SchwabMastering Leadership in a Dynamic World at Charles SchwabThrough Advanced LEAD, a nomination-based program for high-potential directors and managing directors, Charles Schwab empowers its leaders with the strategic mindset and networks needed to thrive in a dynamic industry. Read the client storyRabobankDeveloping Leaders for Transformation at RabobankRabobank leveraged strategic leadership development to navigate significant change and realize its transformation goals.Read the client storyAtosDeveloping Managers to Lead Confidently through Transformation at AtosAtos, a global leader in digital transformation, is preparing a global population of change-leaders to thrive amid digital disruption by empowering them with the skills to become more consultative partners to their clients and to inspire and motivate diverse individuals and teams.Read the client storyOman Arab BankBuilding Leadership for the Future at Oman Arab BankOman Arab Bank aims to build a prosperous future aligned with Oman Vision 2040, focusing on innovation, sustainability, and equal opportunities.Read the client storyMaybankInvesting in Digital Learning for Greater Effectiveness at MaybankTo rapidly upskill its employees with the capabilities emerging in the new economy, financial services leader Maybank adopted an agile approach to development: They provided their entire workforce with access to digital learning and anticipated evolving business conditions with the most relevant learning resources.Read the client storyAbout the researchStudy MethodologyBased on 1,159 survey responses, plus interviews with senior L&D and functional leaders (JanuaryMarch 2025).RegionsThe Americas40%Asia Pacific28%Europe, the Middle East, and all others32%SectorsFinancial Services25%Energy & Utility12%Spread out other industries63%Company SizeRevenue more than $10B51%Headcount more than 20,00047%RoleL&D/HR Professionals50%Functional Heads50%Previous Global Leadership Development StudiesIn 2023, we launched our first study of global leaders responsible for leadership development to understand their business and human capital priorities for the coming year, and in what ways they are relying on their leaders to meet those objectives.Explore insights from our past global leadership development studies below.2024 Global Leadership Development StudyTime to TransformThe theme that emerged in 2024 wasthe need to advance the practice of leadership to meet the needs of transformation efforts across organizations.Explore the insights2023 Global Leadership Development StudyReady for AnythingIn 2023, we discovered a greater need todevelop leaders who are truly ready for anything.Explore the insightsFuture of WorkLeadership DevelopmentShare this resourceShare on LinkedInShare on FacebookShare on XShare on WhatsAppEmail this PageConnect with usChange isnt easy, but we can help. Together well create informed and inspired leaders ready to shape the future of your business.Contact usThe post 2025 Global Leadership Development Study appeared first on Harvard Business Impact.