Our CIO stood up and said that our delivery targets were ambitious and have very little slack in them to investigate the best ways of doing things. He then said that those targets were set by the staff, not the management and certainly not from him. He told us we needed to factor in time to learn the craft.
Unusual, but outstanding.
I have found that a lot of companies expect people to just know things, whether by osmosis, or some other magical process. They want to hire people who are experts, pay them like they are rookies, and then a year later have the staff train their replacements as they outsource the jobs for half the money. During the process they expect perfect quality, 50 hours a week at a minimum, and anyone who complains is shown the door.
OK, a bit more negative than reality, but I am willing to bet that all of us have seen at least part of this in our careers.
I also experienced a company that expected you to work about 32-35 hours a week producing, and the rest of the time learning something you were interested.
There has to be a balance between the two that most companies could target, but unfortunately director's bonuses are typically based on how little they spend. Since it is difficult to measure the benefit of training budget wise, there doesn't seem to be a common way for companies to tie budgets to spending money on the right things.