Case Study
How CIS partnered with WeLearn to build a learning strategy from the ground up — and create a culture of lifelong learning
- 30 Nov, 2025
- 8 min read
In this case study
Table of Contents
"Building the foundations — learning strategy and governance — is critical for success in becoming a dynamic learning organization. It was important to get the mindset, culture, and processes right before we focused too much on learning technology."
Jennifer Myers, Senior Director of Learning and Development, The Center for Internet Security
When The Center for Internet Security established its Learning and Development function in 2022, the team faced a unique challenge: how do you build a learning organization from scratch — one that supports a mission as critical as making the connected world a safer place?
This is a story about CIS partnering with WeLearn to lay the groundwork for a dynamic learning organization. It’s also a story about taking the time to get it right.
About The Center for Internet Security
The Center for Internet Security (CIS) is a nonprofit dedicated to promoting cybersecurity readiness and response worldwide. Founded in 2000 and headquartered in East Greenbush, NY, CIS develops best practices that help organizations protect their networks against cyber threats.
CIS is best known for the CIS Controls — 20 cybersecurity best practices widely recognized as the industry standard. With 500 employees supporting corporations, government agencies, and Boards of Elections globally, CIS operates at the intersection of technology and public safety.
For an organization where the threat landscape evolves daily, learning and development matters — and CIS knew they needed to get it right.
Starting from zero
Before this engagement, CIS had no formal learning organization. In 2022, the company established its first L&D function — a Director and two specialists. They also created a Learning Champion role: individuals across each line of business dedicating up to 20% of their time to supporting learning initiatives.
But standing up a new function is one thing. Building credibility with senior leadership, defining scope, and creating a strategy that resonates across the organization? That’s another challenge entirely.
There was no learning strategy or governance model to guide priorities. Visibility into learning needs across eight operating divisions was limited. And expectations weren’t clear — was L&D supposed to drive learning, or enable it?
A partnership built on clarity
CIS first connected with WeLearn in early 2022. After an initial proposal, they recognized they needed more internal work before engaging a partner. They took several months to clarify their focus, then returned with a defined set of criteria.
This deliberate approach paid off. By the time the engagement started, CIS knew exactly what they wanted to achieve. As the team later reflected, CIS was an educated consumer of service — and that clarity allowed both organizations to go deeper on the work.
Building the governance model
The engagement launched with a kick-off meeting that included the CIS L&D team, the CHRO, and WeLearn. A series of clarity questions helped build a shared understanding of CIS’s organization, mission, and culture.
From there, two workstreams began: developing the Learning Governance Model and the Learning Strategy.
The Governance Model serves as the “operating system” of the learning organization — defining how L&D interfaces with Learning Champions, business stakeholders, and executive leadership.
A key insight emerged early: for CIS to become a dynamic learning organization, responsibility for learning needed to be shared. L&D couldn’t be the sole driver. It had to be an enabler.
One deliverable proved especially valuable: a formal Learning Champion role description. Before the engagement, this didn’t exist. Now it’s used to onboard new Champions and set clear expectations from day one.
Understanding the need
The team conducted 17 virtual interviews with more than 50 individuals across all eight operating divisions, from senior leaders to individual contributors. The CEO and CHRO both participated, providing a true top-down view.
A Findings Report captured four key themes. Three became priorities for the strategy: Collaboration, Prioritizing Development, and Leadership.
Earning credibility with the CEO
The Findings Report became a pivotal moment. When the CIS Director of L&D reviewed it with the CHRO and CEO, its objectivity proved critical. The process hadn’t skewed toward any preconceived bias — and that gave the L&D function credibility with senior leadership.
Based on that acceptance, the team moved forward to build out the full Learning Strategy.
Creating the strategy
Based on the three key themes, the team built out a Learning Strategy roadmap with initiatives mapped to each area. The draft was refined to align with CIS’s language and culture, then brought to the Learning Champions for input.
The final step: gaining approval from senior leadership. The strategy was approved and rolled out across the organization.
Flexibility without losing focus
Change management was woven into every phase. Recommendations were developed iteratively, ensuring the strategy felt organic to CIS rather than a canned solution. The L&D Director maintained a direct line to the CHRO and CEO throughout — so there were no surprises.
When priorities shifted, the team adapted.
Outcomes
The learning strategy is now a living document that drives ongoing discussions about priorities and connects them directly to organizational goals. The Governance Model clarifies shared responsibility for learning at every level. And CIS established a partnership model they can carry into future engagements
Key learnings
Support from senior leadership, especially the CEO, contributed directly to success. Keeping momentum and sharing wins (even small ones) matters, because a learning culture doesn’t develop overnight.
And perhaps most importantly: being focused, intentional, and passionate about employee learning is an opportunity to recruit and retain top talent.
A Foundation for Lasting Impact
With a governance model in place and a strategy approved by senior leadership, CIS has built a foundation for lasting impact. The L&D function — just over a year old when this engagement began — now operates with clear purpose, executive support, and a network of Learning Champions ready to drive change.
CIS’s deliberate approach made the difference. WeLearn provided the expertise and structure to bring it all together.
For an organization dedicated to making the connected world a safer place, building a culture of lifelong learning isn’t just a nice-to-have. It’s essential to the mission.
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