L&D Strategy 2026: How to Secure Budget and Executive Buy-In

Securing budget and executive buy-in for learning and development (L&D) remains one of the biggest challenges for HR and L&D leaders in 2026. This article explores how UK organisations can align L&D with business priorities, demonstrate measurable ROI, and communicate effectively with senior stakeholders to build trust and secure investment. Discover six evidence-based strategies to position L&D as a strategic driver of organisational growth.

Why L&D Strategy Matters in 2026

Securing funding for your L&D plans is an ongoing challenge. With business priorities and digital transformation evolving rapidly, influencing senior management to gain executive-level support requires a combination of strategic insight, business acumen, and the ability to demonstrate return on investment (ROI).

L&D represents a significant opportunity for organisations to upskill employees, enhance workforce capability, and keep pace with emerging technologies, including AI. However, technology alone does not drive change – people do.

To achieve sustainable business growth, organisations should focus on mindset and capability development, rather than simply deploying new tools. Early adopters of AI are advancing quickly, while organisations slower to adapt risk falling behind, widening skill gaps and business vulnerability. Time is of the essence.

Building a Business Case for Learning and Development

The key to executive support is showing that continuous learning drives measurable business outcomes. Demonstrating clear ROI is essential, even though it can be complex to quantify in broad L&D programmes. Often, ROI is easier to measure in targeted initiatives, such as operational or sales training, but strong qualitative and quantitative evidence builds credibility over time.

Here are six strategies for securing your L&D budget:

1. Focus on a Few Strategic Objectives
Align L&D priorities with the organisation’s core strategy by identifying a small number of key projects where learning can drive performance. Highlight:

• Benefits: improved capability, engagement, and productivity.

• Risks: potential consequences if L&D activities are not implemented, such as skill shortages or project delays.

2. Build Two-Way Partnerships
Develop collaborative relationships between L&D, HR, and senior leaders. Understand their priorities but also provide insight when perspectives don’t align. Position L&D as a strategic partner, contributing to organisational goals through an integrated, collaborative approach.

3. Speak a Common Language
Use shared business language to connect learning outcomes with organisational performance. Finance and executive teams may see L&D as optional – link your messaging to KPIs, revenue impact, or efficiency gains to demonstrate strategic value.

4. Use Analytics and Metrics to Demonstrate Value
Implement robust tracking systems to measure engagement, knowledge retention, satisfaction, and costs. Financial transparency reassures executives that resources are used effectively.

Directly linking L&D to revenue can be challenging, but consistent measurement over time builds credibility and strengthens your case. Remember: “You can’t manage what you don’t measure.”

5. Ensure Competent Execution
Successful L&D initiatives require people with strategic insight and operational excellence. Competent execution combines careful planning, continuous improvement, and attention to detail. In today’s fast-moving environment, intentional and professional delivery is critical to achieving the desired results.

6. Balance the Dimensions of Learning
Modern L&D strategies must balance:

• Individualisation and collaboration

• Speed of AI-enabled learning with the human brain’s need for reflection

Focus on three key pillars: community and collaboration, individual motivation, and time. While AI enables personalised learning, human connection and motivation remain central. Most employees learn best through shared experiences and communication – these dimensions must be balanced to ensure learning is effective.

Preparation Is Key

Securing budget and executive buy-in requires positioning L&D as a strategic enabler that drives performance, rather than a standalone support function.

As Lilia Borrelli, Global HR People Change and Learning Senior Manager for Gi Group Holding, advises:

“Engage the right people from the outset and understand what matters to decision-makers. Ask questions to clarify priorities and build mutual understanding. Support your case with credible data and analytics. Come prepared, showing not just the value of learning but how it directly supports strategic execution and business outcomes.”