Continuous learning and development (L&D) is no longer optional but essential for organizational success. Rapid technological advancements, shifting market demands and evolving skill requirements necessitate a proactive and agile approach to talent development. To meet these challenges, organizations need a strategic, integrated learning ecosystem that empowers employees to adapt, innovate and drive measurable business outcomes.

At Thermo Fisher Scientific, Inc., a global leader in serving science, this commitment to learning is reflected in their focused efforts to equip project managers with the skills and knowledge they need to succeed through strategic training initiatives.

Read on for insights from Robert L. Johnson, a senior manager of project management training at Thermo Fisher Scientific, as he shares how the L&D team cultivates a robust learning culture that supports more than 1,100 project managers around the globe.

A Day in the Life of a Learning Leader

Johnson’s role at Thermo Fisher is multifaceted and demanding. He’s responsible for delivering a comprehensive suite of training — from foundational to advanced — tailored for a global audience of project managers. As a leadership consultant and program manager for the global Project Management Community of Practice, Johnson’s role encompasses onboarding, culture enhancement, enhancing project management office (PMO) effectiveness, and harmonizing work practices worldwide.

His responsibilities also extend to leading the PMI Authorized Training Provider program, instructing the 35-hour PMP certification course, directing the Milestones Mentorship program and managing the global project manager (PM) competency program. Essentially, Johnson’s role involves coordinating events, developing and delivering content and supporting project managers year-round.

Scaling Learning for a Global Workforce

Thermo Fisher boasts a vast workforce, with the project management community alone comprising over 1,100 project managers and approximately 300 managers of project managers. Despite this scale, the L&D team responsible for talent development in this area is lean but highly effective.

While regulatory-based training is handled by separate teams, Johnson’s focus is on non-technical expertise, such as relationship management, strategic thinking, problem-solving and communication. This division of responsibilities ensures that project managers receive comprehensive support, balancing mandatory compliance requirements with essential professional development.

Shifting to a Learner-Driven Culture

Thermo Fisher’s learning culture is evolving from a passive content provision model to a more dynamic, learner-driven approach. With project managers’ busy schedules in mind, emphasizing the “What’s In It For Me” (WIIFM) factor is crucial to boosting engagement.

By gathering input through surveys and self-assessments, project managers help define the scope of the content. This shift toward a more participatory model fosters a sense of ownership and ensures learning initiatives are both relevant and aligned with the needs and aspirations of the learners.

Navigating Challenges: Stakeholder Engagement and Communication

One of the most significant challenges in improving the learning culture is effective stakeholder management. “Identifying all the stakeholders is one of the most important steps,” says Johnson. “I have learned that stakeholders who are not properly identified in the beginning become risks for the project.”

To mitigate this, Johnson emphasizes creating a robust stakeholder management plan — categorizing stakeholders based on their level of interest and influence, and tailoring communication strategies accordingly. Those with high interest and influence require close management and frequent communication, while those with lower levels may require less frequent updates.

The communication plan, driven by the stakeholder management strategy, is key to the success of any initiative. Carefully considering the timing, method, frequency and audience ensures messages are effective. Two-way communication through feedback loops allows for agility and helps keep messaging relevant and on track.

Securing Leadership Buy-In

Gaining leadership support for learning initiatives is a common challenge across industries. At Thermo Fisher, leadership is highly invested in development opportunities that reduce attrition and improve agility, but remain cost-conscious about non-revenue-generating activities.

“L&D that is not regulatory driven requires a certain level of fiscal scrutiny with respect to modality offered and expected increase in business performance,” Johnson says.

To gain executive buy-in, Johnson recommends presenting a compelling case: a clear problem statement, justification for training and a long-term vision. Major initiatives should include a five-year outlook, accounting for direct costs, objectives and key results (OKRs), and performance metrics. Outlining expected behavioral changes and their business value — along with alternative solutions and risks of doing nothing — can strengthen the case.

Delivering Accessible and Learner-Driven Training

Thermo Fisher uses a blended learning approach. While regulatory training is mandatory and assigned through a learning management system (LMS), professional development opportunities are learner-driven. Recommended learning paths are offered but not required, giving employees the flexibility to engage at their own pace.

Training is promoted through internal social media and targeted email campaigns, encouraging employees to take ownership of their learning journeys.

Driving Innovation in Learning

One recent initiative Johnson has worked on is an internal project management professional (PMP) certification preparation course. Licensed by the Project Management Institute (PMI), the course helps candidates meet the 35-hour professional education requirement and prepares them for the PMP exam. The course is customized with company- and role-specific content, a dedicated Microsoft Teams cohort space, biweekly open forum support sessions and generative artificial intelligence (AI) tools. This program removes financial barriers and has increased the rate of certification within the company.

Another notable initiative is the Milestones Mentorship Program, which pairs internal project managers with mentors to support their career growth. This program focuses on career progression within current roles and helps participants connect with senior leaders for advancement beyond individual contributor roles.

Measuring the Impact of Training

The success of training initiatives is measured using the customer allegiance score (CAS) and employee involvement survey (EIS) results — two key metrics that support continuous improvement at the corporate level. These learning programs aim to improve both scores by enhancing the quality of work and collaboration among customer-facing project managers. Programs include project management competency training, webinars on power skills and insights from external subject matter experts.

The Future of Learning at Thermo Fisher

Looking ahead, Thermo Fisher’s learning strategy centers on three areas: virtual learning, onsite workshops and generative AI:

• Virtual learning: Offering accessible recorded webinars, slide decks and LinkedIn Learning content to support the ongoing development of a global workforce.
• Onsite workshops: Providing in-person sessions that allow employees to apply skills in real-world scenarios.
• Generative AI: Leveraging tools like Synthesia and LearningAI to create personalized and engaging learning experiences.

“The end goal,” says Johnson, is to “meet the learner where they are, help the learner achieve immediate improvement in the opportunities of their choice and leverage those improvements to enhance the organization as a whole.”

By embracing innovation and fostering a dynamic learning culture, Thermo Fisher is equipping its project managers with the tools to thrive — and driving success at both individual and organizational levels.