Alfonso Caballero (AstraZeneca): “A training programme is only successful if it delivers measurable results”

Share

In this interview, Alfonso Caballero, Head of Learning & Development at AstraZeneca Spain, explains how the company approaches corporate learning—from the digital upskilling of commercial teams to the integration of generative AI, performance measurement, and the importance of purpose-driven leadership.

---

Over the past decade, AstraZeneca has undergone a major transformation, positioning itself as a leader in scientific innovation across key therapeutic areas such as oncology, cardiovascular disease and immunology. Backed by strong investment in R&D, strategic acquisitions, and a performance-driven culture, the company has embedded continuous learning at the heart of its operations. 

Learning & Development (L&D) plays a central role in this transformation. Alfonso Caballero, who heads up L&D for AstraZeneca Spain, believes learning must go beyond instruction—it must drive change. “Our teams are in a constant process of upskilling. Science evolves, our customers change, and the skills required of our commercial teams evolve accordingly,” he says in an interview with Netex Learning. 

In 2023, AstraZeneca hit its long-term revenue goal of $45 billion, a target set a decade earlier. Now entering a new growth phase, continuous learning is seen as key to sustaining progress. “We have a well-defined omnichannel strategy that requires a rethink in terms of digital skills, including a shift in mindset,” Caballero notes. That shift, he admits, takes time. “Changing how people work is never easy. You first need to demonstrate the urgency and value of the new approach—especially in areas like digital commercial engagement.” 

Purpose-Driven Learning: The ‘Why’ Matters 

A distinguishing feature of AstraZeneca’s approach to L&D is its emphasis on shared purpose. In a corporate world increasingly focused on metrics, the emotional and cultural dimensions of learning can be overlooked—but not here. “At AstraZeneca, we’re united by a shared purpose: to improve patients’ lives. It’s not just a slogan—it’s something you feel throughout the company,” says Caballero. 

That shared purpose acts as a cultural anchor. “Everyone here, no matter their role, understands their contribution is meaningful and essential,” he adds. This mindset helps to foster deep employee engagement from the outset—a crucial asset in a fiercely competitive industry where retaining skilled talent is a constant challenge. 

“We’re working consistently on how to implement generative AI. We’ve mapped the core processes for each role and are developing targeted learning programmes accordingly.” –

Alfonso Caballero

AI and Operational Efficiency: A New Learning Paradigm 

The rise of generative AI is redefining the corporate learning landscape. At AstraZeneca, the approach is precise and data-led, focusing on role-specific use cases and tailored training. “We’re working consistently on how to implement generative AI. We’ve mapped the core processes for each role and are developing targeted learning programmes accordingly,” Caballero explains. 

AI is enabling a new level of personalisation while also boosting efficiency. “We’re creating bespoke content for each function, based on real use cases. Of course, we’re also addressing responsible AI usage through awareness training and by working exclusively with internal tools.” 

That emphasis on responsible use aligns with the company’s ethical standards and builds trust in its digital strategy. In an organisation with over 70,000 employees and nearly 180 active development projects, learning must be precise, regulated, and innovation-driven. 

Measuring Impact Beyond Satisfaction 

In highly technical and regulated environments like pharmaceuticals, tracking the real-world impact of training is as important as content delivery. AstraZeneca is implementing new systems to monitor knowledge transfer via line managers. “A programme is only successful if it leads to measurable improvements—in efficiency, sales performance, or staff retention,” Caballero says. 

The company now plans to take the next step: measuring the ROI of training programmes for commercial teams. “It’s not an easy task, but we’re committed to building a consistent model,” he adds. 

The L&D team is also analysing the correlation between key competencies and employee performance. “We assess how well-defined skills match those of our top performers. This helps us identify the competencies that truly drive success.” Such data-driven insights enable smarter allocation of training resources. 

“Only those organisations willing to engage in tough conversations will ultimately succeed.” –

Alfonso Caballero

Transcendent Leadership: Developing Leaders Who Develop Others 

At AstraZeneca, leadership isn’t about hierarchy—it’s about building trust and creating a sense of shared mission. Caballero defines it as: “Transcendent leadership taps into the individual’s sense of purpose. It’s about more than incentives or professional goals—it’s about leaders who create other leaders, and who foster accountability.” 

The company’s leadership training focuses on three core pillars: trust, commitment, and openness to change. “We place a strong emphasis on handling difficult conversations and feedback. Our training equips people to communicate with empathy and assertiveness—skills that support both individual and organisational growth,” he explains. 

This ethos is deeply embedded in the company’s culture. “Only those organisations willing to engage in tough conversations will ultimately succeed,” Caballero concludes. In times of rapid change, competitive advantage isn’t just about science or technology—it’s also about people. 

As AstraZeneca embarks on a new decade of challenges, its L&D strategy—centred on personalisation, purpose, technology and transformative leadership—will be key to maintaining the edge it has worked so hard to build. In a sector where agility and resilience are essential, continuous learning is no longer optional—it’s an operational necessity for innovation from within.

Share