How John Lewis Partnership’s Apprenticeships Drive Innovation and Inclusivity
Empowering Leaders with Apprenticeships at John Lewis Partnership
For many, the path to leadership and professional success is paved with higher education and a clear-cut career trajectory. But at the John Lewis Partnership (JLP), that path looks a little different—more accessible and inclusive, transforming potential across the business. Over the past three years, JLP has revolutionised professional development within its workforce by investing in apprenticeships designed to elevate individuals and future-proof the entire organisation.
From the 2022 launch of the L7 Senior Leader Programme—Leading the Strategy to today’s comprehensive leadership offering, JLP’s collaboration with Corndel and Imperial College Business School has been the catalyst for positive change. JLP has launched three cohorts with Corndel, leading to significant skills development within the organisation. To date, 137 Partners have built their strategic leadership capability, and in September, another 130 Partners joined the programme. Through a powerful blend of academic rigour and practical, on-the-job learning, these programmes are reshaping the leadership pipeline, bridging gaps in both skills and opportunities.
“By investing in the Level 7 Senior Leader apprenticeship, the Partnership can cultivate a pipeline of skilled leaders who are empowered to gain practical skills and experiences whilst on programme. Apprentices bring fresh perspectives and ideas, supporting a culture of innovation – ultimately working together to create a successful business and a fairer, more sustainable future for Partners, customers, suppliers and communities.”
Impacting social mobility
One of the most compelling aspects of JLP’s apprenticeship journey is its profound impact on social mobility. For many Partners, this initiative represents a lifeline to education they may not have otherwise accessed. Consider the story of a learner who, having previously completed their education at GCSE level, is now progressing towards a master’s equivalent qualification:” Prior to this, my highest qualifications were GCSEs. To be studying for a master’s degree equivalent in an area where I have spent developing my skills ‘on the job’ over the past 19 years is really rewarding. I’ve really enjoyed the opportunity; I feel proud of the work I have completed so far and proud that the Partnership is offering this development.”
In today’s competitive landscape, where socio-economic barriers often dictate career progress, JLP exemplifies inclusivity. By offering accessible, corporate-led higher education, the Partnership is helping individuals from all backgrounds rise through the ranks, challenging the status quo of traditional academic paths. This creates more equitable opportunities and highlights JLP’s commitment to fostering social mobility—a cornerstone of their corporate social responsibility efforts.
The intersection of higher education and industry is redefining professional potential
The partnership between JLP and Corndel represents a groundbreaking model of corporate-driven education, merging traditional academic rigour with practical, on-the-job learning. This approach blurs the lines between workplace training and higher education, offering a viable alternative to university education and reshaping leadership pipelines by valuing skills-based advancement.
JLP’s Level 7 Executive Leadership and Data programmes, delivered in partnership with Imperial College Business School—ranked the second university in the world (QS, 2025)—provide access to some of the brightest minds in leadership, data, and tech. The curriculum empowers learners to enhance both their human and technical skills. Leadership capabilities such as confidence, emotional resilience, and assertiveness are honed alongside cutting-edge tech skills, including AI and data-driven decision-making. “I have gained a better understanding of areas I didn’t know much about—for example, AI, the impact of a multi-generational workforce, and transformational leadership,” said one learner.
This fusion of human and technical competencies sits at the core of JLP’s transformation, ensuring that employees are adaptable to an evolving business landscape. Daniel Rowles, Programme Director at Imperial College Business School, asserts, “If we are not investing in our people, if we are not building skills, we will get out-competed. You need to be constantly upskilling and reskilling to keep pace with the rapid technological advancements.” Lifelong learning is a central theme echoed by learners who have undergone the programme. One shared, “The programme has provided continuous opportunities for self-reflection on personal leadership styles, professional reputation, and planning approaches to leading change… It has encouraged a more proactive and conscious mindset when approaching challenges and feedback to develop high-performing and happier, more satisfied teams.”
Leading a multigenerational workforce
Another standout feature of JLP’s apprenticeship initiative is its focus on multi-generational leadership. Leadership challenges have become increasingly complex, with five generations in the workforce. Learners are empowered to navigate these challenges, bringing inclusivity into the heart of their leadership styles. “I have found the apprenticeship experience and approach inspiring—it is energising me to look even deeper into my learning,” remarked one learner. “The support from Lesley at Corndel has been amazing and our 1:1s cover so much more than just the course. We exchange ideas and talk broadly about leadership and ways in which I can extend my learning beyond the apprenticeship.”
This focus on multi-generational inclusivity ties into broader trends around employee retention. Our survey of 1,000 UK employees supports this, with nearly three-quarters (73%) reporting that the opportunity for professional development is crucial in their decision to stay with their employer. This view is particularly strong among younger employees, with 90% of those aged 18-34 emphasising its importance, followed by 75% of those aged 35-54, and 54% of those over 55. JLP’s apprenticeships address this need by creating programmes that appeal to learners of all ages, ensuring that even the most seasoned Partners can continue to grow, remain engaged, and contribute meaningfully.
Unlocking potential
Ultimately, JLP’s apprenticeship programme is breaking barriers that extend far beyond traditional education. It gives learners the tools to be their professional best and unlock their potential. One learner said, “I am more assertive and confident in challenging my peers and stakeholders. I stay more aligned to my role and hold people to greater account, delegating more effectively.”
John Lewis Partnership’s commitment to investing in its people—no matter where they start—makes this apprenticeship programme a shining example of corporate training excellence. By expanding the possibilities for leadership roles and career progression, JLP is creating a workforce capable of thriving in today’s fast-paced world, while empowering individuals to unlock their true professional potential.
