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The domains of management education and management development have remained relatively distinct. Recent trends suggest a blurring of the boundaries of these worlds. There is a growing corporate confidence that in‐company provision has equivalent, even superior, claims to relevant knowledge and warrant academic recognition. This paper looks at the significance and implications of these developments. Research is based on two local authority case study organisations. The methodology is qualitative in orientation and based on in‐depth interviews and discussions with human resource practitioners and university delivery teams. In both case studies programme participants as well as project leaders articulated different reasons for the importance of “work place relevance” and usefulness of the programme. This paper seeks to address the findings.