360Learning's David James on the Future of Corporate Training

David James serves as the Chief Learning Officer at 360Learning. With over two decades of experience in People Development, he previously held the position of Director of Talent, Learning & Organisational Development for The Walt Disney Company across the EMEA region.

As a respected industry writer and host of The Learning & Development Podcast, David is a frequent conference speaker. He addresses impactful L&D strategies, emerging trends, and how L&D leaders can deliver maximum business value.

360Learning is a cloud-based learning platform that merges the capabilities of a Learning Management System (LMS) with a Learning Experience Platform (LXP). It emphasizes collaborative learning, empowering in-house experts to co-create content, providing learner feedback, facilitating peer interaction, and identifying skills gaps. The platform includes automated tools for managing compliance training, onboarding, and scaling programs, while AI features help personalise learning journeys. Used by thousands of teams worldwide, its mission is to help organisations "upskill from within."

You held the role of Director of Talent, Learning & Organisational Development at Disney EMEA before becoming CLO at 360Learning. What key lessons from Disney do you still apply today, particularly when scaling L&D in AI-driven environments?

My time at Disney taught me that scaling effectively starts by intimately understanding the business challenge. Training for its own sake is insufficient; it must directly enhance performance. That principle remains central, especially with AI's growing influence. Regardless of the technology, the approach is constant: identify the business need first, then design learning solutions to address it.

As host of The Learning & Development Podcast, what are some of the most surprising or under-discussed insights from your guests that have reshaped your perspective on L&D?

A recurring and surprising theme is how L&D teams often overlook the vast knowledge already present within their workforce. Guests consistently note that the most effective learning isn't purchased externally; it's uncovered from internal experts. Another key insight is the move toward skills-based strategies, shifting focus from expansive content libraries to directly aligning learning with performance outcomes.

You're a recognised influencer who publishes and speaks regularly. How do you balance thought leadership with hands-on program delivery, such as the Performance Academy? What trade-offs are involved?

Thought leadership and practical delivery are complementary. Writing and speaking keep me informed of emerging trends and connected to the wider L&D community, while leading programs like the Performance Academy keeps me grounded in the daily realities practitioners face. The primary trade-off is time, but the synergy strengthens both areas—insights from the community directly inform the products and services we develop.

What motivated 360Learning to launch the L&D Performance Academy at this time? Were there specific market or client signals indicating the timing was right?

L&D teams face mounting pressure to demonstrate ROI, compounded by AI's disruption and the shrinking half-life of skills—now down to five years or less. This means today's learning can become outdated within two years, challenging L&D to keep pace. Concurrently, many L&D functions are still viewed as reactive or optional rather than strategic. Businesses need L&D to act as a performance accelerator, driving measurable impact beyond mere course delivery. The Academy equips teams with the skills to make this strategic shift.

The Academy is designed for this precise moment: empowering L&D professionals with the business acumen, AI knowledge, and practical tools to align with strategy and prove their value. We are eager to see the impact this will generate.

The Academy features two AI-focused courses: "Basic AI Principles" and "Embedding AI Strategy Across L&D Workflows." Could you give a practical example of how an organisation might apply these to transform its L&D practice in the short term?

A practical application is in onboarding. Instead of assigning generic modules, L&D can use AI to map the precise skills required for a specific role. Collaborative learning then allows experienced peers to create and validate relevant content. The Basic AI Principles course builds practitioner confidence with these tools, while the AI Strategy course shows how to integrate them seamlessly into workflows.

Many L&D practitioners find it difficult to demonstrate tangible business value. What metrics or approaches do you find most effective—or most underutilized—for proving L&D's ROI in AI-powered workplaces?

The most underutilized metric is direct business performance. While course completion rates remain common, they fail to show true impact. Instead, L&D should track its influence on leadership KPIs like sales conversion, reduced time-to-productivity, or lower error rates. Linking learning directly to these outcomes makes ROI clear and compelling.

How does 360Learning approach using AI to personalise learning without compromising scalability or introducing bias?

The solution lies in combining AI-driven skills mapping with human expertise. AI can identify patterns and suggest pathways, while subject-matter experts provide essential context and nuance. This balance allows for personalised learning at scale while guarding against algorithmic bias.

Given the rapid pace of skill obsolescence (with half-lives estimated at 5 years or even 2.5 in some fields), how should L&D leaders structure continuous learning or "reskilling cycles" within their organisations?

Continuous learning cannot be an annual event. Leaders should adopt shorter reskilling cycles, perhaps every 12 to 18 months, tightly aligned with evolving business priorities. For instance, if a business is entering new markets or deploying AI tools, the reskilling cycle should immediately address those competencies.

AI makes this feasible by analyzing market data, job roles, and internal skills profiles to flag emerging gaps proactively. However, the critical work is integrating these insights into daily operations. This means embedding learning into the workflow, so skill development happens continuously within one's role, rather than through isolated training events. Shifting from episodic learning to iterative development not only keeps employees current but also future-proofs the organisation against disruption.

What are the biggest risks or pitfalls for organisations that rush into adopting AI for learning and training (e.g., overpromising, low adoption, ethical issues)?

The primary pitfalls—applicable beyond L&D—are overhyping capabilities, deploying tools without clear context, and neglecting adoption support. AI should be introduced as an enabler, not a magic bullet. If it isn't connected to real work, people won't use it. A rushed implementation can also breed mistrust if employees feel surveilled, unfairly assessed, or left behind.

How can L&D ensure inclusivity when introducing AI tools, particularly for those with lower digital literacy or in less resourced locations?

Inclusivity begins by acknowledging varying levels of digital literacy. Training must meet people where they are, using simple, practical examples. Facilitating peer learning—pairing digital natives with more experienced colleagues—is also highly effective, which is why we champion collaborative learning. Rolling out AI without this support risks widening existing divides and creating future challenges.

Looking ahead five years, how do you see the role of the CLO evolving, particularly regarding AI, performance, and business alignment?

The CLO role is transitioning from training management to performance orchestration. AI will handle administrative tasks, freeing CLOs and their teams to focus on aligning skills with business strategy, demonstrating impact, and guiding ethical technology use. Success will be measured not by training volume, but by how visibly L&D fuels business growth and maintains workforce employability.

Thank you for a great interview. Readers interested in learning more can visit 360Learning or tune into The Learning & Development Podcast.