The importance of personalised learning in a digital age. Tanya Boyd draws on recent research findings to discuss why employees may be disconnected from L&D by Tanya Boyd 10 February 2026 Personalised learning has become a strategic priority for senior leaders navigating AI disruption and organisational transformation. However, new research from Insights, in partnership with the Association for Talent Development, highlights a growing disconnect between the learning senior leaders say they need and the experiences organisations are currently offering. More than 80 per cent of executives and directors told the report that it is extremely important for their learning to be personalised to meet their needs, yet only 32 per cent of asynchronous digital learning currently meets this requirement. This disconnect matters. Senior leaders have a higher sense of urgency, lower tolerance for irrelevance and less time for learning that does not translate into impact. When learning doesn't reflect the strategic context, role complexity or individual goals, disengagement follows and this often cascades down through the organisation. Why traditional digital learning falls short. Technology itself is not the issue here. Incredible tools now exist to personalise learning at scale. The issue is that technology has moved faster than people and processes, and most L&D teams don't have the time, skills or resources to truly leverage them. 'Digital learning' still often means legacy e-learning: content designed once, housed on an LMS and difficult to update or adapt. While such digital learning is strong for addressing scale and compliance requirements, it does not move the needle for senior leaders. Another challenge is that we often speak about 'leadership development' as though it were a single category. In reality, the learning needs of a senior HR leader in a law firm will look different to those of a sales director in a pharmaceutical company. In fact, even in that pharmaceutical company, the learning needs that will actually drive behaviour change in two different sales directors are not likely to be exactly the same. Every person is wonderfully different. That diversity makes organisations a rich tapestry of ideas and perspectives but also means 'one size fits all' learning can be ineffective. There is a real price to making leaders spend time on content they do not need, while underinvesting in the areas that would make the greatest difference for each person. From programmes to personalised ecosystems. Things are changing so fast that just learning about something is not enough for leaders; they need behaviour change, not just knowledge gain. Personalised learning enables this by targeting the specific behaviours each leader needs to develop now, in their current context. It supports adaptability and resilience through small, relevant learning moments that combine reflection, feedback and practice. This iterative approach helps leaders stay present and current, rather than completing programmes that may already be out of date by the time they finish them. Practical ways to personalise executive learning. An effective personalised learning approach usually includes multiple layers and does not require rebuilding everything from scratch: * Activate awareness first. Helping leaders understand their own starting point - strengths, gaps, preferences and goals - dramatically increases the impact of any learning. Awareness-driven personalisation equips leaders to find what they need more quickly and efficiently, even in a more standard leadership development programme. * Provide meaningful choice. Allow leaders to choose learning pathways aligned to both organisational priorities and their own development goals. Many leaders are already sourcing learning independently using digital and AI tools. * Use adaptive digital tools intentionally. More advanced personalisation uses AI to adjust learning based on what a leader asks, demonstrates and needs in the moment, suggesting the right next step while remembering context. * Integrate human support. The most effective approach is not technology or humans alone, but a partnership between the two. Coaching personalises learning before, during and after learning experiences, while digital tools can support with nudges and in-the-moment guidance and feedback. * Measure what matters. Insights research also shows that measurement remains heavily skewed toward completion and participation data rather than indicators of impact. Digital learning, in particular, is significantly undermeasured. Rather than tracking participation or completion, the focus needs to shift to outcomes. Assess leaders, support them to identify a specific development goal, and track progress towards that goal over time. When leaders achieve meaningful goals and then set the next one, learning becomes a powerful driver of behaviour change and measurable business impact. In a world of rapid change, static learning for leaders cannot keep pace or deliver impactful results. Personalised learning helps leaders learn with intention, focusing their time, energy and attention on what matters most, right now. Tanya Boyd is an L&D specialist at Insights Learning and Development

Former EY leader Tricia Nelson joins Insights in executive leadership role. Global consultancy Insights Learning and Development has welcomed a Big Four veteran to its leadership team. Tricia Nelson will now serve as the firm's global marketing, brand and sales director. Speaking on her appointment, Nelson said, "In today's increasingly complex business environment, organisations need leaders and teams who can adapt fast, collaborate well and drive measurable performance. That's why Insights has never been more relevant, and why I'm excited to help amplify the impact we can make for customers around the world." According to Nelson, her vision "closely aligns" with the firm's "'people-first' transformation philosophy" of building "purpose-driven, inclusive cultures where everyone feels empowered to thrive". With more than 20 years' senior leadership experience across consulting and industry, Nelson joins Insights with deep commercial and transformation expertise. She joins Insights following a storied career at EY, where she most recently served as UK & Ireland managing partner for people advisory services, people consulting leader and global client service partner. In her new role at Insights, Nelson will be at the forefront of Insights' global growth agenda in and beyond the 109 countries in which they currently operate. Her remit includes leading the people development company's marketing, brand and sales channels, expanding its global market impact and strengthening the company's commercial performance. She added, "Self-awareness is becoming a core commercial capability globally and joining an organisation where the passion and purpose behind the work is so tangible is incredibly meaningful to me. I'm excited to connect with colleagues and clients across the world and, together, deliver sustainable, ambitious growth and expand Insights global impact." Founded in 1993, Insights bills itself as a "people development company", built to "create a world where people truly understand themselves and others, and are inspired to make a positive difference in everything they do". Nelson's appointment completes Insights executive leadership structure, and according to a release from the firm, "an appointment of this calibre reflects the scale of their global growth ambition." Fiona Logan, CEO of Insights, noted, "We are delighted to welcome Tricia to complete our executive team She is an exceptional leader with a proven record of driving growth, transformation and cultural change. Tricia's experience, energy and values align perfectly with our ambition to significantly expand the impact of our purpose in the world. We are thrilled to have her on board at such an important stage in our journey."