LearninginAction
As part of the LTEN and TGaS 2025 Annual State of L&D report, which serves as the first installment in a broader research series, we analyzed input from 56 heads of learning and development (L&D). Of these, 89% work exclusively within pharmaceutical and biotech companies, 9% within medical technology and 2% span both.
While the full report covered a wide range of insights, this article spotlights three traits that emerged as clear differentiators, each consistently linked to stronger business outcomes and identified in our model as the most predictive of high performance.
Across the life sciences, learning teams face constant change. Business priorities shift. Budgets get squeezed. Expectations rise. And yet, some L&D functions continue to thrive. They stay in step with the business. They anticipate needs. And they keep learning relevant.
In last year’s State of L&D report, we focused on descriptive statistics by reporting averages and identifying trends. This year, we advanced to inferential analytics using a machine learning model designed to uncover the drivers of high performance.
Built on more than 10,000 simulations, the model correctly predicts high performance 92% of the time. So instead of simply identifying patterns, it shows us what actually moves the needle.
To define a high-performing learning organization, we used a four-pillar framework: alignment, execution, efficiency and integration. We applied a 1–5 scale and considered those averaging above 4 as high performers.
Three traits stood out. Not because they were the most common, but because they were the most predictive of high performance.
Let’s take a look.
When technology isn’t prioritized in the budget, the chance of being a high-performing learning organization drops by 36%. (Figure 1) That’s significant. It supports what we’ve seen firsthand over and over again. Strong teams can’t perform without the right tools.
High-performing organizations don’t necessarily invest in the latest shiny new things. They invest in what works: Field-accessible platforms, systems that enable manager coaching and tools that support virtual collaboration and track engagement, surface usage and impact data. When those basics are lacking or fragmented, teams lose consistency, visibility and speed.
When infrastructure is shaky, everything from delivery to measurement suffers. The model reinforced this connection. Underinvestment in technology consistently shows up in underperforming teams.
Put simply, organizations that prioritize functional, accessible and integrated technology put themselves in a better position to scale, measure and adapt. Think of your budget like buckets. Technology should be the first one you fill.
High-performing L&D teams maintain structured, consistent communication with senior leadership. This isn’t just about visibility. It’s about ensuring leadership understands how learning supports business priorities.
The research asked participants how often they formally met with their organization’s leaders to update them on the learning function’s progress, challenges and plans. Those who met at least semi-annually were twice as likely to be high performers. And 86% of teams are already doing this, making it low-hanging fruit for those who aren’t.
Looking deeper, 41% of high-performing teams provide updates quarterly, and 31% do so monthly or more. Only 7% of respondents provided no updates, and another 7% only met once a year. (Figure 2)
Consistent updates don’t just provide visibility. They help L&D demonstrate impact, build trust and stay part of the business conversation. They signal accountability. They normalize partnership. And they give learning leaders the chance to proactively share wins, course corrections and unmet needs in real time.
Timing stood out as a defining factor among high-performing learning teams. The research asked how often participants were consulted before their organizations made strategic decisions in five areas: sales strategy, marketing strategy, sales operations strategy, talent strategy and technology strategy. (Figure 3)
Most L&D teams said they’re at least sometimes consulted on sales (72%), marketing (63%) and talent (61%) strategy. But fewer said the same for technology (57%) and sales operations (56%). Even more telling, only 13% to 20% of L&D teams said they’re always or almost always consulted across any of these areas.
High-performing L&D teams are consulted in more than twice as many strategic areas as their lower-performing peers. (Figure 4) The average is 1.33 areas for high performers versus just 0.53 for lower performers. That means most lower-performing teams are brought in early on zero or one strategic initiative. Even top-performing teams, on average, are typically only consulted early on one or two areas. So, while the gap is meaningful, both groups fall short of widespread integration.
The advantage comes from being consulted early. That’s when decisions are still being shaped. That’s when L&D can offer proactive solutions, assess readiness and align enablement with business direction. Being in the room early gives L&D a voice in shaping what comes next.
Being consulted early shifts L&D from a service provider to a strategic partner. It’s the difference between receiving a plan and helping create it. That kind of involvement signals trust and opens the door for greater impact.
No single trait is the secret to success. These factors work together. One without the others won’t deliver performance on its own.
The real value comes from how they reinforce one another. When technology enables execution, communication keeps stakeholders aligned and early involvement ensures strategic relevance, the impact compounds.
That’s what the data shows us. High-performing teams don’t rely on one lever. They stack them. They build the infrastructure, trust, and visibility required to make learning a driver of business performance.
So if you’re wondering where to start, focus here. Invest in tools that make execution possible. Build routines that keep your team front and center. Show up early and often.
The path to high performance is clearer than ever, and yours to take.
Tiffanie Alferman is learning & development director for TGaS Advisors, a division of Trinity Life Sciences. Email Tiffanie at talferman@trinitylifesciences.com or connect through linkedin.com/in/tiffjlee.
