The rhythmic, grey waters of the River Thames just outside Sea Containers London provide a fitting backdrop for a conversation about navigating uncharted territory. It is the afternoon of March 24th and I’m sitting down with Simon Lambert, a CLO who has built an extensive career on steering through massive technological shifts.
Simon is not your typical Learning and Development executive. He spent 28 years at Microsoft, with 22 of those years deeply entrenched in the commercial side of the business. He ran major product lines, from Windows and Office to Surface and Devices, managing profit and loss sheets worth hundreds of millions. When he eventually stepped into the Chief Learning Officer role at Microsoft UK, he did not follow the traditional human resources pathway. Instead, he arrived with the sharp, analytical mindset of a commercial leader, determined to prove exactly how learning directly fuels business growth.
For Heads of L&D and current CLOs, Simon’s unique perspective offers a vital blueprint. Our industry often wrestles with demonstrating commercial value. Too many learning functions retreat into the comfort of completion metrics rather than measuring actual business outcomes. We met to discuss exactly this friction.
Our conversation set out to explore how leaders can break out of the traditional L&D bubble and align their strategies directly with revenue. We delve into his unexpected transition into learning, the pressing need to modernise our approach, and what it truly takes to build a culture of agility in an era increasingly dominated by artificial intelligence.
For many learning leaders, the deepest challenge lies in stepping outside the traditional L&D bubble. When Simon transitioned into his Chief Learning Officer role at Microsoft UK, he deliberately avoided getting bogged down in learning management systems and traditional instructional design. Instead, he asked the questions a commercial leader would ask. How do we accelerate the impact of a new hire? How do we give our sales team the precise skills they need to tell our current story?
During our conversation, we laughed over a shared, albeit painful, memory: a senior stakeholder looking across the table and asking a learning professional, "And how exactly are you going to make us more money?"
It is a blunt question, but a necessary one. If your learning strategy does not connect directly to the bottom line, it risks becoming irrelevant. The Global Learning and transformation team proved this at Microsoft by measuring the exact commercial impact of their training programs. They tracked how sellers who learned to effectively use AI tools closed deals faster than their peers and secured significantly larger contracts. When you can walk into a boardroom and show that kind of direct revenue impact, the conversation shifts entirely. Learning stops being viewed as an overhead expense and instantly becomes a strategic driver of growth.
You cannot discuss the future of work right now without addressing the anxiety surrounding artificial intelligence. Many leaders are watching the rapid advancement of AI and wondering if human roles will be replaced entirely to save costs. Simon views this narrative of "humans versus AI" as fundamentally flawed.
The future does not belong to artificial intelligence alone; it belongs to augmented intelligence. We need to focus on a powerful partnership between human capability and automated efficiency. AI can dramatically accelerate information gathering and capability, but it is humans who give that information context, meaning, and culture.
To thrive in this new landscape, organisations need to stop trying to compete with machines on efficiency and start doubling down on what makes us uniquely human. When AI handles the mundane, we must elevate our critical thinking.
As AI democratises technical skills, human judgment becomes a premium asset. We need leaders who can critically assess AI-generated data, navigate complex ethical privacy concerns, and apply deep contextual knowledge that an algorithm simply cannot grasp. You cannot train an AI to understand the subtle cultural nuances of your specific workplace. That requires a human leader who knows when to trust the data and when to challenge it.
With the half-life of technical skills rapidly shrinking to less than five years, organisations are constantly running just to stand still. We have spent two decades talking about a skills shortage, perpetually chasing the next required competency. Simon suggests a radical shift in how we hire and develop talent. We need to stop hiring purely for static, existing skills and start hiring for learning agility.
The ability to acquire, apply, and adapt new skills at the pace of modern change is a core capability. It requires a fundamental shift in mindset. Borrowing from Microsoft's cultural transformation under Satya Nadella, Simon emphasises the need to move from a company of "know-it-all’s" to a company of "learn-it-all’s."
When you cultivate an environment where continuous learning is expected, modelled by leadership, and woven into the very fabric of daily work, you stop reacting to change. Instead, you build a resilient workforce that leans into the unknown with curiosity and confidence.
To move from a support function to a strategic partner, Learning and Development leaders must completely shift how they operate. When you approach the executive board, leave the training completion metrics at the door. Instead, frame your initiatives around solving urgent business problems. Ask your stakeholders how you can accelerate the time to impact for new hires, or how your team can help sellers increase their close rates. When you solve commercial challenges, you secure your seat at the table.
Simon suggests adopting a framework he calls the "5 Cs" to modernise your learning strategy:
Create safe spaces for dialogue. Whether using an AI agent to practice sales pitches without judgment or facilitating peer-to-peer discussions, learning thrives on conversation.
Deliver knowledge exactly when and where your people need it. Embed micro-learning moments directly into the flow of daily work rather than forcing employees to search through a separate portal.
Make learning memorable. Turn standard compliance training into an engaging narrative or an interactive experience. When you spark creativity, you dramatically increase retention.
Break away from episodic, one-off training courses. Encourage employees to recognise the micro-learning they do every day, from reading an insightful email to solving a new customer problem.
Empower your people to find their own solutions. Encourage peer-to-peer coaching and guide employees through their unique development journeys.
Introducing new technology, like generative AI, requires much more than a simple training module. It demands a fundamental shift in behaviour. Simon notes that the most successful initiatives happen when L&D partners closely with adoption and change management teams. You cannot bolt learning onto the end of a rollout. You must weave it into the very fabric of the transformation from day one.
If you build a brilliant learning program but nobody knows about it, your effort is wasted. L&D leaders must think like marketers. Simon found massive success by integrating marketing professionals into his learning teams. By running internal campaigns, capturing employee stories, and treating learners like valued customers, you build a powerful brand for your L&D function. This proactive approach ensures your initiatives gain traction and drive the continuous improvement your business needs to thrive.
As we look toward the future, the conversation must shift from fear to active design. Simon envisions a workplace where artificial intelligence and human intellect do not compete. Instead, they work in harmony. He calls this symbiosis, not substitution.
While AI can dramatically accelerate the acquisition of data and skills, humans bring the essential context. We provide the meaning, the empathy, and the cultural intelligence that allow organisations to truly thrive.
When you view AI as a collaborative partner, you free up your workforce to focus on high-level cognitive tasks. The goal is to build an ecosystem where technology handles the mundane, and your people apply their unique judgment to drive strategic success.
To harness this powerful partnership, Learning and Development leaders must tap into a deeply human trait: creativity. We often treat corporate training as a rigid compliance exercise. However, learning must be memorable to be effective.
Simon recalls a time at Microsoft when his Global team completely transformed a dry "Standards of Business Conduct" module. Instead of a standard click-through presentation, they built a gripping, Netflix-style episodic series. Employees eagerly debated character choices and actively anticipated the next instalment. When you design experiences that spark joy and curiosity, you ensure the vital lessons stick.
Whether you build a problem-solving escape room or design an interactive narrative, your primary goal is to surprise and delight your audience.
This creative approach naturally fuels the ultimate goal of modern L&D: making learning continuous. We must move past the outdated idea that development only happens in a classroom or on a designated portal. Real growth occurs in the micro- moments of our daily routines.
Learning happens when an employee reads a sharply written email, navigates a complex client conversation, or asks a peer for practical advice. By encouraging your teams to recognise and track these everyday moments, you help them build a strong habit of reflection. When you transition your workforce from a group of ‘know-it-all’s to a community of ‘learn-it-all’s’, you completely future-proof your organisation.
When I asked about the legacy he hopes to leave, Simon doesn’t talk about overhauling global education systems or building massive technological frameworks.
Instead, his focus remains remarkably human. He wants to help people think differently and, ultimately, surprise themselves. If you can help someone unlock a capability they never knew they had, you have done your job as a leader. This simple yet profound philosophy underpins his entire approach to business.
Transforming your Learning and Development function requires a bold shift in mindset. You must align your strategy directly with commercial goals, embrace artificial intelligence as a collaborative partner, and design creative, continuous experiences for your teams. It means stepping out of the traditional HR silo and embedding learning deeply into the flow of everyday work. You must stop reacting to requests for training courses and start proactively solving complex business problems.
You do not have to navigate this massive cultural shift alone. Simon heavily emphasises the critical importance of community. The L&D profession is incredibly giving, yet leaders often feel isolated within their own organisations. Lean on your peers. Tap into networks like the CLO100 to share your challenges, swap strategies, and find that essential sounding board. When you connect with other commercial- minded leaders, you accelerate your own growth.
We work in a rare and privileged space. As learning professionals, we have the unique opportunity to change lives, democratise skills, and build the future of our organisations from the inside out. Step into your commercial power, foster a culture of fierce curiosity, and treat learning as the ultimate driver of business transformation. Go out and help your people surprise themselves.
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With a focus on marketing tasks, insightful analysis, and streamlining workflows, Jasper offers reliable solutions tailored to meet team needs.
Linda brings a wealth of expertise to the CLO100 team, with an impressive career in project management and administration spanning multiple industries and sectors. Her extensive experience allows her to effectively oversee and streamline essential processes, ensuring the seamless execution of programmes and community initiatives.
As a pivotal member of the team, Linda coordinates membership activities, provides comprehensive administrative support for CLO100 programmes, and plays a key role in delivering the monthly CLO Lens.
Andy Lancaster is the Community Lead at CLO100, where he fosters connections and supports the development of learning leaders. With over 30 years of experience in driving organisational change, Andy spent a decade heading up Learning and Development at the Chartered Institute of Personnel and Development (CIPD).
A passionate advocate for empowering people and organisations, Andy is also the author of the highly regarded book Organizational Learning Communities, which explores how collaboration and connection can transform workplace learning.
Julie is an executive coach, facilitator, and consultant with over 25 years of experience driving organisational change on a global scale. She specialises in working with individuals, teams, and Boards in transition, helping them uncover insights and achieve lasting growth.
Her coaching portfolio includes high-profile clients such as COOs, Commercial Directors, government scientists, and executives. She has also designed and supported major coaching initiatives for CIPD, Scottish Government, and Universities. Julie’s approach goes beyond surface issues to tackle root causes, delivering
meaningful results.
As well as being our programme host, Jo is a speaker, facilitator, learning consultant and part-time Editor of Training Journal. She has specialised in virtual classrooms, webinars and hybrid events since 2013 and also helps develop people’s confidence through creative expression. Jo’s passion is in helping and supporting teams, professionals, and individuals embrace the benefits of digital learning, industry professional development and their own personal development.
Jo’s background includes: further and higher education; the charity sector; small and large organisations, including Turner Broadcasting/CNN News, and Bupa International.
Cathy Hoy brings over 20 years of expertise in Learning and Organisational Development, having led global learning, talent, and culture strategies for British Gas, Expedia, Tesco, and Coca-Cola European Partners. Her strategic initiatives have consistently driven significant improvements in employee and business performance.
Cathy’s experience includes running her own successful learning consultancy and serving as Global L&D Director at Soho House, where she championed diversity and inclusion in both the workplace and learning environments. A prominent voice in the L&D sector, she is known for driving innovation and sharing her expertise at industry events.
Robert brings over 30 years of expertise in Learning and Organisational Development, combining experience with blue-chip companies and leading two successful training consultancies. Notably, he spent 15 years growing DPG into one of the UK’s largest providers of CIPD and ILM qualification programmes. Robert has led high-impact projects, including an award-winning management development programmes and Continuous Improvement programmes.
A Member of the CIPD, IOD, and Fellow of the LPI, Robert strengthens his credibility as a trustee for The Jude Brady Foundation, supporting awareness of stillbirth and neonatal mortality.
