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one: There is a proactive plateau in L&D",[],{"type":70,"text":441,"spans":442,"direction":66}," 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":431,"version":432,"items":446,"primary":447,"id":460,"slice_type":461,"slice_label":7},[],{"image":448,"has_grey_background":110,"caption":456,"cta_type":457,"cta_link":458},{"dimensions":449,"alt":452,"copyright":7,"url":453,"id":454,"edit":455},{"width":450,"height":451},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":34,"y":34,"zoom":35,"background":36},"Put together, 85% of the profession sits at Level 2 or 3.","link",{"link_type":459},"Any","Image$62b0c0eb-0073-460d-a897-4910e67ed9da","Image",{"variation":431,"version":432,"items":463,"primary":464,"id":478,"slice_type":444,"slice_label":7},[],{"text":465},[466,469,472],{"type":70,"text":467,"spans":468,"direction":66},"This is ok. It’s not a failure. It’s what most organizations expect from L&D. The industry has largely moved past reactive, compliance-only L&D. Most teams now have a defined strategy that covers their one to three core use cases — usually some combination of compliance training, global onboarding, and leadership development. ",[],{"type":70,"text":470,"spans":471,"direction":66},"But look at how that strategy runs. When we connect the dots across the different themes, we can see that involvement from subject-matter experts is limited and unstructured rather than built into the operating model. L&D mostly receives requests for training rather than proactively identifying what's needed. And success is measured the way it's always been measured: attendance, completion rates, \"happy sheet\" satisfaction scores, and eNPS — inputs and sentiment, not outcomes.",[],{"type":70,"text":473,"spans":474,"direction":66},"That's the proactive plateau: a strategy on paper, core use cases covered, and a level of polish that feels like maturity because, compared to solely maintaining compliance L&D, it is. But it's also comfortable. It's the version of L&D that's expected and requested, and it rarely gets challenged from either direction — learners tolerate it, and leadership doesn't yet have the language to ask for more. The rest of this report is about what's holding the 85% back from Level 4, and it turns out to be two different things depending on where a team currently sits.",[475],{"start":34,"end":476,"type":477},28,"strong","RichText$bd1ea3fd-42bd-400c-94f1-bfa26662c2a7",{"variation":480,"version":432,"items":481,"primary":482,"id":503,"slice_type":444,"slice_label":7},"highlightedText",[],{"text":483},[484,490],{"type":70,"text":485,"spans":486,"direction":66},"\"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.\"",[487],{"start":34,"end":488,"type":489},688,"em",{"type":70,"text":491,"spans":492,"direction":66},"— Jess Almlie, Learning and Talent Development Transformation Leader, Almlie Consulting",[493,495],{"start":34,"end":494,"type":489},87,{"start":496,"end":497,"type":498,"data":499},2,13,"hyperlink",{"link_type":500,"url":501,"target":502},"Web","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjessalmlie\u002F","_blank","RichText$39ffd65a-b20f-4e0b-b726-750edae5fd20",{"variation":431,"version":432,"items":505,"primary":506,"id":514,"slice_type":444,"slice_label":7},[],{"text":507},[508,511],{"type":437,"text":509,"spans":510,"direction":66}," Finding two: One score doesn't tell the full story",[],{"type":70,"text":512,"spans":513,"direction":66},"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":431,"version":432,"items":516,"primary":517,"id":526,"slice_type":461,"slice_label":7},[],{"image":518,"has_grey_background":110,"caption":524,"cta_type":457,"cta_link":525},{"dimensions":519,"alt":520,"copyright":7,"url":521,"id":522,"edit":523},{"width":450,"height":451},"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":34,"y":34,"zoom":35,"background":36},"Maturity is jagged, not uniform. 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Among the 105 respondents who reached Level 4 or 5 overall — the most mature teams in the dataset — the same pattern holds. ",[],{"type":70,"text":553,"spans":554,"direction":66},"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$4182a871-04d4-4d44-9fc3-78b5dbfd0b91",{"variation":431,"version":432,"items":557,"primary":558,"id":567,"slice_type":461,"slice_label":7},[],{"image":559,"has_grey_background":110,"caption":565,"cta_type":457,"cta_link":566},{"dimensions":560,"alt":561,"copyright":7,"url":562,"id":563,"edit":564},{"width":450,"height":451},"training-processes-are-weak-at-level-4-5","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FGIHYBXthLtMHHrvm_EN-guide-state-of-ld-maturity-12-level-4-5-weakest-link1.png?auto=format,compress","GIHYBXthLtMHHrvm",{"x":34,"y":34,"zoom":35,"background":36},"Even mature teams have jagged maturity profiles.",{"link_type":459},"Image$f66d70e8-0dfc-433e-8291-61d0d793e278",{"variation":431,"version":432,"items":569,"primary":570,"id":581,"slice_type":444,"slice_label":7},[],{"text":571},[572,575,578],{"type":70,"text":573,"spans":574,"direction":66},"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":70,"text":576,"spans":577,"direction":66},"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.",[],{"type":437,"text":579,"spans":580,"direction":66},"Finding three: There are two walls, not one plateau",[],"RichText$6c93dbf5-d207-4180-a433-97c52d500aee",{"variation":431,"version":432,"items":583,"primary":584,"id":593,"slice_type":461,"slice_label":7},[],{"image":585,"has_grey_background":110,"caption":591,"cta_type":457,"cta_link":592},{"dimensions":586,"alt":587,"copyright":7,"url":588,"id":589,"edit":590},{"width":450,"height":451},"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":34,"y":34,"zoom":35,"background":36},"The two walls holding L&D teams back",{"link_type":459},"Image$68678aa2-42f6-4519-acc6-d591f76d6356",{"variation":431,"version":432,"items":595,"primary":596,"id":607,"slice_type":444,"slice_label":7},[],{"text":597},[598,601,604],{"type":70,"text":599,"spans":600,"direction":66},"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":70,"text":602,"spans":603,"direction":66},"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":70,"text":605,"spans":606,"direction":66},"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":480,"version":432,"items":609,"primary":610,"id":618,"slice_type":444,"slice_label":7},[],{"text":611},[612,615],{"type":70,"text":613,"spans":614,"direction":66},"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":70,"text":616,"spans":617,"direction":66},"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":431,"version":432,"items":620,"primary":621,"id":689,"slice_type":444,"slice_label":7},[],{"text":622},[623,626,628,631],{"type":70,"text":624,"spans":625,"direction":66},"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":70,"text":616,"spans":627,"direction":66},[],{"type":70,"text":629,"spans":630,"direction":66},"We call these the two walls. The next two sections unpack each wall in turn.",[],{"type":632,"text":633,"spans":634,"direction":66},"heading3","Next chapter: Part two: Unpacking the 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