Learning and development (L&D)—is it just a cost centre, or is it a performance lever, retention strategy, and competitive advantage for your organization? Join host Anne-Marie Henson on Accounting for the Future as she explores the value of L&D with Dr. Keith Keating, Chief Learning and Development Officer at BDO Canada.
They unpack the evolving dynamics between CFOs and learning, why innovation and compliance don't have to be at odds, how to integrate learning and development in business strategy, and much more.
If people are your greatest asset, this episode is your blueprint for turning learning into a strategic engine for growth.
What you'll hear in this episode:
[00:00] Introducing Dr. Keith Keating
[01:38] Keith's journey: What sparked a passion for learning
[05:34] Reframing L&D: From cost centre to catalyst
[10:27] The evolving relationship of CFOs and L&D
[17:53] The CFO as a Chief Value Officer
[20:25] Ensuring L&D is central to business strategy
[24:13] Balancing innovation with compliance
[26:50] The power of "FAIL"
[30:59] Strategic partnerships for future-ready learning
[37:19] Advice for leaders: Model what you want to multiply
[39:33] Closing thoughts and where to learn more
Mentioned:
Anne-Marie Henson: https://www.bdo.ca/our-people/anne-marie-henson
Keith Keating: https://www.bdo.ca/our-people/keith-keating
BDO Canada: https://www.bdo.ca/
Quotes:
"Leaders are starting to recognize in general that learning isn't just a perk. It's a performance lever. It's a retention strategy."
"Involve L&D early and often. Invite your learning leaders into the room where strategy is being shaped; not just when it's time to roll it out. Because when L&D can understand what the business is solving for, then it can align those efforts from the start."
"If people are your competitive advantage—and most organizations say that they are—then L&D isn't optional. It's an infrastructure. It's the operating system for growth, agility, performance. But it only works when it's embedded into the strategy, not bolted on as an afterthought."
"Shift the mindset from deliverables to value. I want to encourage leaders to move away from asking, 'What training can we create?' to, 'What problem are we solving, and how can learning be part of that solution?'"
"Hold learning accountable to business outcomes. What I mean by that is learning shouldn't be measured by butts in seats or satisfaction scores. It should be measured by the outcome that it enables: employee retention, productivity, engagement, capability, client impact, client experience."
"For us, compliance isn't a blocker; it's a boundary, yes, but great design can thrive within those boundaries"
"We let our teams know that failure isn't fatal, it's feedback."
"If I could offer one piece of advice, it would be this: model what you want to multiply. You can't mandate a growth mindset; you have to live it."