Making learning work at scale

by

Making learning
work at scale

Building a practical learning strategy to support growth and investment readiness

EdTech SaaS (600 employees)

#Strategy

Making learning work at scale

Building a practical learning strategy to support growth and investment readiness

EdTech SaaS (600 employees)

#Strategy

Context

A growing EdTech SaaS business (~600 employees) was preparing for a potential sale or private equity investment.

As part of this, they needed to demonstrate that they were investing in and developing their people to support future growth.

The Challenge

Despite a strong internal culture of learning, development was inconsistent and lacked structure.

Learning and development had emerged as a weakness in employee engagement data, negatively impacting eNPS.

Previous attempts to define a strategy had resulted in a high-level plan, but without a clear roadmap or practical way to implement it.

At the same time, many employees had grown into roles internally, creating capability gaps as the business scaled.

Our Approach

We embedded into the business to understand its strategy, culture, and ways of working in practice.

This revealed that learning was already happening organically, but was fragmented, difficult to access, and not aligned to the most critical business needs.

Rather than introducing a heavy, top-down solution, we focused on strengthening what already existed, while adding just enough structure to make it scalable.

This included defining clear learning priorities, creating a practical implementation roadmap, and supporting the internal L&D lead to build capability and ownership.

Alongside this, we introduced targeted interventions, including first-line manager development, a simple leadership framework, and the implementation of a learning platform designed to enable knowledge sharing and co-creation

What Changed

Learning became more visible and easier to access, with clearer links to business priorities.

Managers had more practical tools to support their teams, rather than relying on ad hoc approaches.

Internal knowledge sharing became more structured and consistent, reducing duplication and improving alignment.

The organisation moved from fragmented activity to a more intentional and connected approach to development.

Why It Worked

The focus was not on adding more content, but on making learning work within the reality of the organisation.

By building on existing behaviours and culture, the approach felt relevant and was more readily adopted.

Introducing clear priorities and structure ensured that learning supported the business’s next stage of growth.

Further Reading

Seeing similar challenges in your organisation?

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