As different business units approach L&D with their performance improvement challenges and training requirements, it is L&D who is expected to understand everything even if they are not well versed with those functions. This gap in understanding impacts the quality of the end product, leading to a dissatisfaction with stakeholders. 

Knowing that there is a learning gap and to be able to articulate it are two different things. It is about defining the gap at its core. For example, knowing that there is pain, however pain-killer cannot be the solution, unless their is a clear articulation of what, where and why is the pain, so that there can be remedy accordingly. L&D struggles with it and unfortunately are reluctant to accept it.

When it comes to working on the solution along with an in-house team or an external partner, L&D is suppose to be very clear on what they want, as it involves huge amount efforts from different members. One cannot keep fluctuating and sound confusing when they are involving others to work on a solution. Framing the expectations is an art that can be mastered.

When L&D jumps on to the learning design and development, a survey among vendors has revealed that the focus is more on the tool, cost, time and what not. It is rarely seen that learners are at the centre of conversation. In fact, by doing so, the time, cost and technology falls right in place. When learner is at the centre of design, solution is bound to work for them.