Inside Booking.com’s Peer-Driven L&D Culture with Denisse Groenendaal-Lopez

TL;DR

Peer-Driven L&D is more than a trend—it’s how leading companies like Booking.com build resilience, innovation, and collective intelligence. Denisse Groenendaal-Lopez, Global Learning & Development leader for engineering, data, AI, and ML at Booking.com, shares how her team built a culture where experts drive learning, knowledge is shared openly, and AI plays a growing role in scaling development.

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What We Mean by Peer-Driven L&D

Traditional learning models assume that knowledge flows from the top down. But in high-growth, knowledge-intensive companies, that model slows things down. Peer-Driven L&D flips the script.

Instead of HR or L&D “owning” all learning, the role shifts to:

• Empowering experts to teach what they know.

• Creating space for learning moments in the flow of work.

• Connecting decentralized programs into a coherent ecosystem.

This isn’t just about efficiency—it’s about survival in fast-changing industries. When employees share knowledge freely, organizations adapt faster than competitors.

From Philips Lighting to Peer-Driven Learning

Denisse’s path into L&D began at Philips Lighting, during a critical inflection point. The company was shifting from selling light bulbs to building digital solutions like Philips Hue. That wasn’t a small pivot—it was a complete reinvention of its business model.

And L&D was at the center.

“We weren’t just teaching skills—we were enabling a shift in business models.”

Denisse and her colleagues built Philips Lighting University, a hub for upskilling employees on technology, sales, and digital services. It was one of her first lessons in how L&D can be strategic, not just supportive.

That experience set the stage for her work at Booking.com, where peer-driven approaches became the defining principle.

Booking.com’s Unique Learning Ecosystem

At Booking.com, Denisse found a culture that already leaned toward peer-driven learning. Employees were experimenting, failing fast, and sharing what they knew without waiting for formal approval.

The company structured its L&D function around three key elements:

1. Centralized strategy programs

   • Leadership development, onboarding, and large-scale initiatives.

   • Designed to align with organizational values and long-term goals.

2. Embedded business partners

   • L&D professionals dedicated to specific units like engineering or product.

   • They act as translators, connecting business needs with learning resources.

3. Craft-based knowledge sharing

   • Communities of practice (e.g., engineering, UX, data science) that set standards, define skills, and facilitate peer learning.

   • A way to operationalize tribal knowledge and make it scalable.

This model ensures that Peer-Driven L&D isn’t random—it’s structured.

How Peer-to-Peer Learning Actually Works at Booking.com

One of the strongest examples of peer-driven L&D in action is the Engineering Manager Program.

Instead of importing a one-size-fits-all leadership course, Booking.com engineers co-created their own internal conference.

Why it worked:

• Engineers trust engineers – Content came from colleagues facing the same technical and managerial challenges.

• Iterative design – The program improved like a product release: pilot, feedback, refine, repeat.

• Relevance – Training focused on collaboration with product teams and navigating tech-specific leadership issues.

“Learning was happening everywhere. Our role wasn’t to control it—it was to amplify it.”

This program is now a blueprint for other functions at Booking.com—and a case study for how peer-driven L&D creates scalable, high-impact programs without overloading central L&D teams.

Why Peer-Driven L&D Outperforms Traditional Training

Many organizations still rely heavily on centralized, top-down training. That model struggles in fast-moving technical environments. Peer-driven L&D works better because:

• It’s contextual – Employees learn from people who do the same work, not from abstract case studies.

• It’s scalable – Every subject-matter expert can become a teacher, multiplying L&D’s reach.

• It builds culture – Knowledge-sharing becomes part of daily work, not an add-on.

• It increases retention – Employees feel valued when they contribute as experts, not just consumers of training.

This shift mirrors broader movements in learning: from learning management systems (LMS) to knowledge ops platforms, from static courses to dynamic expertise-sharing.

AI’s Role in the Future of Peer-Driven L&D

Denisse is now focused on the intersection of AI and learning. At Booking.com, this plays out in two ways:

1. Everyday AI tools for learning teams

   • Curating and recommending content.

   • Automating processes like coaching follow-ups and catalog navigation.

2. Advanced AI for specialized teams

   • ML scientists and engineers use in-house AI models to push product innovation.

   • L&D ensures they also share back learnings through peer-driven forums.

The key is integrating AI into the flow of work. Instead of forcing people to leave their tools to find training, AI connects curated knowledge with real-time needs.

But Denisse emphasizes that AI isn’t a replacement for people.

“AI can surface knowledge, but peer-driven sharing makes it meaningful.”

Lessons for L&D Leaders Building Peer-Driven Models

From her journey, Denisse offers several lessons for anyone shaping the future of learning:

• Anchor learning to strategy – L&D must drive transformation, not just compliance.

• Empower SMEs as teachers – Provide tools and support, but let experts lead.

• Design hybrid models – Balance centralized initiatives with grassroots peer-driven learning.

• Experiment with AI – Use it to simplify discovery and logistics, but keep humans at the core.

• Listen everywhere – Peer-driven L&D means valuing small, niche communities as much as enterprise-wide rollouts.

Why Peer-Driven L&D Matters Now

As organizations scale globally and move faster than ever, knowledge can no longer live in silos. Peer-Driven L&D is the operating model for learning at speed.

Booking.com’s culture shows that when companies give employees the space, tools, and encouragement to share, they unlock a compounding advantage of collective intelligence.

For Denisse, the philosophy is simple:

“When people share knowledge, it’s a win-win. You don’t lose anything—you multiply value.”

Conclusion: Building Cultures of Shared Learning

Peer-Driven L&D is not a “nice to have”—it’s how companies adapt, innovate, and thrive. Booking.com’s model shows that the best learning cultures aren’t dictated from HR—they’re co-created by employees, amplified by technology, and aligned with business strategy.

For L&D leaders, the takeaway is clear: Stop being the sole provider of learning. Start being the enabler of peer-driven knowledge.