HR Learning Technology Decisions Need Strategic Fit, Not More Features, Says McLean & Company

With a focus on making relevant learning more accessible in employees' day-to-day work, global HR research and advisory firm McLean & Company's learning technology resources help HR and L&D leaders determine whether to improve existing tools, fill capability gaps, or replace a platform based on organizational needs.

TORONTO, Nov. 10, 2026 /PRNewswire/ -- Learning priorities and technology decisions need to be considered together, yet only a small share of organizations have formal strategies for both, according to research findings from global HR research and advisory firm McLean & Company. Building critical workforce capabilities within budget and resource limits also requires balancing expected benefits with implementation and ongoing costs. To help HR and learning and development (L&D) leaders identify the capabilities needed to support organizational priorities, the firm has released its newly published Optimize Your Learning Technology research package. The research is designed to guide leaders in assessing their capacity to support change before deciding whether to improve existing learning tools or invest in new technology.

The collection includes three standalone resources that offer one connected approach to learning technology to help leaders prioritize investments that support organizational goals and deliver measurable value: the Learning Technology Strategy Guide, the Learning Technology Selection Guide, and the Learning Technology Market Guide. In the guides, McLean & Company frames learning technology decisions around the broader learning ecosystem, including learner needs, processes, data, and the wider technology environment. The firm explains that a learning technology solution's value depends on organizational priorities and how these components work together, noting that a platform's capabilities alone do not determine its value.

"The learning technology market is evolving quickly, creating more choice, more capability, and more complexity for organizations. But more technology does not automatically translate into more value," says Lisa Highfield, principal director, HR Research & Advisory Services at McLean & Company. "Organizations need to start with the outcomes they're trying to achieve, understand the capabilities they actually need, and make purposeful decisions about where to optimize what they have, invest in new solutions, and take advantage of emerging technology such as AI."

Learning Technology Strategy and Selection Resources for HR Leaders

McLean & Company's Optimize Your Learning Technology research connects organizational and L&D priorities with the assessment of existing capabilities, the definition of technology requirements, and the evaluation of available solutions. The package includes three standalone resources that HR and L&D leaders can use in relation to their organization's starting point and priorities, rather than as a required sequence:

1. The Learning Technology Strategy Guide helps leaders assess the current learning technology ecosystem, clarify scope, and identify strengths and gaps. It supports the definition of a direction aligned with organizational and L&D priorities, including decisions about whether to optimize, augment, or replace existing technology.
    
2. The Learning Technology Selection Guide offers support for leaders in translating priorities into functional, technical, support, and user experience requirements and evaluating learning technology solutions using a consistent process. It emphasizes that organizational fit depends on clearly defined requirements, not vendor popularity.
    
3. The Learning Technology Market Guide provides an overview of the learning technology landscape, comparisons of delivery models and capabilities, and market and vendor insights to help leaders identify solutions that fit organizational needs. Its representative vendor list serves as a reference point, not a ranking or recommendation.

The research from McLean & Company also identifies several practical alternatives to platform replacement. These include improving existing functionality and data quality, filling specific capability gaps, or simplifying overlapping tools. The firm advises these changes can better support the processes and learning experiences an organization needs. Platform replacement remains an option when the existing foundation cannot meet those needs.

To explore the full research package, visit the Optimize Your Learning Technology page.

For related support, HR leaders can explore McLean & Company's Develop a Holistic HR Technology Strategy and Create a Learning and Development Strategy workshops.

Media seeking research-backed insights or commentary from McLean & Company experts on learning technology strategy, platform selection, learning ecosystems, AI-enabled learning, or L&D transformation can contact [email protected].

About McLean & Company
McLean & Company is a global HR research and advisory firm and trusted partner to people leaders navigating today's most pressing workforce challenges. Informed by its work with thousands of HR professionals and executives, the firm provides evidence-based research, diagnostics, practical tools, hands-on support, and services spanning advisory, learning, and coaching. From workforce strategy and leadership to culture, engagement, retention, and AI adoption, McLean & Company helps leaders move from direction to execution and deliver measurable results for their people and organizations.

McLean & Company is a division of Infotech.

Media professionals can register for unrestricted access to research across IT, HR, and software, and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact [email protected].

SOURCE McLean & Company