At the World of Learning Summit 2025, Jeff Walter, CEO of Latitude Learning, captivated the audience with an eye-opening discussion on how organizations can turn their training programs into powerful business growth engines. Rather than viewing training as a necessary expense, he urged companies to see it as a strategic investment with measurable returns. Through a structured framework and real-world case studies, Walter showcased how industry leaders like Chrysler and Polaris have transformed training into a critical success factor.
A common challenge in corporate learning is getting executive buy-in for training budgets. Corporate leaders categorize initiatives into two buckets—a cost of doing business or a strategic investment. Departments like accounting, compliance, and customer service often fall into the “cost” category, receiving minimal funding. In contrast, revenue-driving functions such as sales, marketing, and product development are seen as strategic investments and receive generous budgets.
For many executives, training programs default to the “cost” category. To change this perception, training professionals must demonstrate the direct impact of training on key business objectives like increased sales, improved customer retention, and reduced warranty costs. Organizations that successfully reframe training in this way find it much easier to secure leadership support and funding.
To help organizations design effective training programs, Walter introduced a simple yet powerful six-step framework:
For over two decades, Chrysler (now part of Stellantis) has run a high-impact training program centered around two key business objectives:
One of their critical metrics is the Fixed First Visit rate, which tracks how often repairs are completed correctly on the first attempt. Chrysler’s training program ensures that dealership staff, from sales teams to technicians, have the expertise needed to improve this metric.
During Chrysler’s 2009 bankruptcy, dealership closures were partially based on training performance. Dealerships with well-trained teams had a stronger chance of staying open—proof that training isn’t just an operational function, it’s a survival strategy.
Polaris, a global leader in off-road vehicles, motorcycles, and boats, takes a different yet equally effective approach to training. Unlike Chrysler, which tracks individual employee performance, Polaris focuses on dealer-level metrics to drive results.
While Polaris’ method may not be as data-heavy as Chrysler’s, it still proves that investing in training leads to better business performance by equipping dealers with the knowledge and tools they need to succeed.
The easiest way to convince executives of training’s value is to show direct, measurable impact. One of the most persuasive metrics?
“Trained salespeople sell X% more than untrained salespeople.”
When leadership sees clear evidence that training translates into increased revenue and reduced costs, training budgets are no longer an afterthought—they become a priority.
To reframe training as a high-value business driver, organizations should focus on the following key elements:
Companies that embrace these strategies will no longer see training as a sunk cost. Instead, they’ll recognize it as a vital tool for driving business success, improving employee performance, and ultimately, boosting the bottom line.
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