The training department at Novo Nordisk took a two-and-a-half year journey to establish itself and change perceptions of training. They started by introducing learning objectives and how to write them. They launched a new learning management system which gave them administration over 150 course descriptions. They also designed and delivered an internal train-the-trainer course which has been given seven times. Now, the training department has a strategy that is securing training tasks and direction for the future. Their journey shows that developing a training department takes patience and balancing strategic planning with operational tasks.