Start with the performance chain

The strategic question is not "what training should we build?" It is "what capability must change so the business can perform?" A learning strategy begins with a performance chain. Business outcome sits at the far end. Critical behavior sits in the middle. Skills, practice, manager support, and measurement sit upstream. When those links are explicit, L&D can say no to attractive content that will not transfer, and yes to smaller interventions that change the work. Why this works A skills taxonomy prevents vague demand. It turns a phrase like "strategic account ownership" into observable components such as diagnosis, prioritization, practice…

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