How can I make learning part of the overall company strategy? How do I convince key stakeholders of the value of L&D? How can I develop a proactive approach to L&D rather than reactive? How can I help my stakeholder see me as a Trusted Learning Advisor instead of an order taker?   Progress requires change. It has never been clearer that those in the field of learning and development are the changemakers for organizations. L&D is an integral piece of the puzzle for achieving growth and creating value. But for decades, L&D has sat by while others called the shots, made the decisions, and dictated how, when, why, and what type of training or learning interventions would be used in organizations. Many L&D practitioners are still there today—comfortably nestled in the familiarity of playing the role of an order taker for the organization's learning and development needs. Some even justify it by adopting the belief that they should stay in their lane and focus on the work they've been told to do. But every great innovation in life begins when someone has the courage to ask, - "but why?"