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Hey there,

There’s a strange pattern playing out in L&D right now. AI is spreading fast, and the first instinct is to use it to do what we’ve always done.

Build courses faster. Produce more content. Scale what already exists.

But beneath the surface, AI is revealing deep-seated flaws in the traditional L&D operating model. And as Tom Kupetis and Brandon Dickens explain, the industry’s reliance on static content and "one-size-fits-all" curricula is no longer fit for purpose.

Expertise is now available on tap. So our ability to churn out learning content isn’t special or particularly valuable to organizations.

In that case, what should L&D teams do with this powerful technology?

Listen to the full podcast conversation with Brandon, Tom, and David James now.

We’re optimizing the wrong thing

AI is making content production dramatically faster. But that might be the least interesting outcome available to us.

As Brandon puts it, “We’re about to create the best static content ever—right as it becomes obsolete.”

That’s a hard one to sit with. For years, L&D has been structured around producing content—courses, curricula, programs. Now that cost is collapsing.

“If your strategy is to produce content faster and cheaper, that cost will approach zero. Then what’s your value?” Brandon asks.

It’s not a technology problem. It’s a positioning problem.

Learning is unshackled. But we’re not prepared.

“Our entire education system was built around one constraint: scarcity of expertise,” says Brandon. Classrooms, curricula, and structured programs all exist because we couldn’t scale access to experts.

AI removes that constraint. “It puts expertise on tap.”

That changes the foundation of learning itself. What used to require structured delivery can now happen in real time, in context, through interaction. Which raises a bigger question:

If access to knowledge isn’t the bottleneck anymore, what is L&D actually there to do?

The apprenticeship model is coming back at scale

“We may look back at the last few decades as a temporary phase,” says Tom. Before classrooms and standardized training, learning happened through apprenticeship. Observation, practice, feedback.

That model used to be too hard to scale. But not anymore.

“Now, not only can apprenticeship scale,” says Tom, “but it can be powered by a level of intelligence far beyond any individual expert.”

At the same time, the traditional version of apprenticeship is breaking down. Junior roles are disappearing. And there are fewer opportunities to learn by doing.

Which creates a gap. “AI may need to step in as a kind of apprentice—but that’s a major shift,” Tom notes. Agentic tools can now either be the trainer or the trainee.

L&D needs to move from content delivery to action learning

“People don’t apply abstract knowledge well,” says Brandon. Or in other words, learning that isn’t applied doesn’t stick.

That’s the core issue with a lot of traditional L&D.

Brandon and Tom emphasize the need for “action learning.” This is learning embedded in real work, solving real problems. And that changes the role of L&D quite significantly.

“Facilitators need to evolve,” Brandon says. “Instead of delivering content, they act more like consultants—working directly with teams.”

“We’re also seeing the rise of AI-powered simulations, infinite practice environments, and real-time performance data. This creates a feedback loop between practice and measurement that’s incredibly powerful.”

From cost center to sensing engine

The final shift is probably the most important, and the least developed in most organizations today. L&D has always struggled to prove value. AI changes that, but not in the way people expect.

“Organizations already have massive amounts of data—incident reports, customer feedback, call logs,” Brandon explains. AI can analyze that data, identify patterns, and surface where performance is breaking down.

Which creates a very different role for L&D. “This turns L&D into a predictive function.”

Not reacting to requests. Not even responding to gaps. But working as a sensing engine for the business, and designing interventions that actually change outcomes.

None of this is especially neat.

Teams still have to run existing programs. Budgets aren’t suddenly increasing. And there’s a real tension between maintaining what works today and building what’s needed next.

Tom sums it up well: “Stay humble. Learn from others. Don’t assume your current approach is best.”

For more context and insights, listen to the full conversation here.

Community threads worth reading

Pssst...did you know we have a free global community of 5,000+ learning leaders?

This week, L&D experts are talking about:

The L&D folks who’ve inspired them, in honor of the L&D Collective reaching 5,000 members
Recommendations for a Leadership Development consultant or organization
Tips and tricks for configuring 360Learning as a new customer

Join them in The L&D Collective to discuss and discover the latest L&D insights and strategies, or reach out to us on LinkedIn!

And that’s it from me this week! 💛,

Freddie from 360Learning

P.S. If you have any questions or feedback, hit reply – I read every email and will get back to you personally.
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