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LEARNING & DEVELOPMENT INSTITUTE
EXCELLENCE IN LEARNING AWARDS 2026
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Best Organisational Development & Transformation Initiative
Judges’ Comments Across the applications, the main overarching trend is that Learning & Development is being repositioned as a strategic enabler of organisational movement. The leading entries described capability building as part of wider organisational transformation. Examples of this was building a digital capability ecosystem aligned to organisation’s Strategic Plan, embedded learning into the business’ operating model redesign; and creating a capability framework spanning recruitment, onboarding, performance, learning and leadership. A second clear trend is the emphasis on future agility through a small number of critical capabilities, rather than broad catalogues of generic skills. This included analysis of prioritise digital skills, data literacy, automation and new ways of working through shaping mindsets. This reflects a more mature approach to capability strategy: identifying the few skills most critical to future performance and building around them systematically. There is also a strong pattern of digital enablement being used as a lever for broader organisational transformation, but in increasingly tailored ways. It was clear that transformation depends on the intersection of technology, data and people capability, with pathways designed to meet people where they are digitally rather than adopting a blanket approach. Across the field, digital transformation is being treated less as tool rollout and more as behaviour change, confidence building and readiness for a changing context. Another major emerging theme is protecting heritage while modernising capability e.g. via product knowledge, technical expertise and trusted customer advice being treated as strategic assets to preserve as the business modernised its learning model. More broadly, this points to a growing recognition that transformation is not just about
acquiring new skills, but about retaining what is most valuable in the organisation’s legacy. Linked to this is a very strong concern with capturing tacit knowledge in response to retirement cliffs and process risk. Applicants highlighted the looming loss of explicit and tacit knowledge in critical capability areas which is largely undocumented. L&D are responding by engaging subject matter experts, surfacing hidden know how, and converting that experience into structured, transferable learning. This signals a meaningful shift: L&D is increasingly being used not only to develop new capability, but to preserve institutional memory, rethink process knowledge, and translate it into future skill sets. Overall, the field shows a decisive move toward strategic, capability led, agile and knowledge conscious organisational development. With panel notes also pointing to the importance of confidence, psychological safety, leader sponsorship and rapid response to changing organisational contexts.
It was clear that transformation depends on the intersection of technology, data and people capability, with pathways designed to meet people where they are digitally, rather than adopting a blanket approach
An Post An Post developed a digital capability strategy aligned to its wider business transformation ambitions. Through a connected ecosystem of digital learning pathways, leadership development and practical application, the initiative is aimed at helping colleagues build the confidence, skills and mindset required to support innovation and deliver future-focused customer services.
Pat McDonnell Paints Pat McDonnell Paints aims to build a strong learning culture which supports growth while preserving the knowledge and expertise that underpins long-term success. By combining structured onboarding, leadership development, technical learning and knowledge sharing, the organisation has created a scalable learning ecosystem that supports consistency, capability and future business growth.
The Office of Public Works The Office of Public Works focused on how Learning & Development can play a strategic role in building organisational capability. Through targeted development in critical areas such as project management, procurement and onboarding, the initiative aimed to strengthen workforce capability while supporting the organisation’s long-term strategic priorities and future workforce needs.
Three Ireland Three Ireland showcased an ambitious organisation-wide transformation through its 3Evolution programme, embedding agile ways of working across the business. By combining organisational redesign with structured learning, coaching and leadership development, the initiative aimed to support employees to embrace new ways of working while strengthening collaboration, customer focus and organisational agility.
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