Few companies operate as a Learning Organisation, but those that do will experience:
Learning that is integrated into workflows and operations
Data being the primary driver of the organisation’s decision making and strategy
A systemic approach to skilled at creating, acquiring, and transferring knowledge
The acquisition of new knowledge and skills transferred into new ways of behaviour and habits that are integrated into the culture of the business
A mindset that enables the organisation to see the value of productive failure as contrasted with unproductive success
Learning that fundamentally changes you as a person, outside of what you do
While this stage is the ultimate learning maturity goal, it is difficult to achieve and tough to maintain for long durations before issues arise (resource bloat, conflicting goals, or new senior leaders arrive with a different mindset) and maturity regresses.
Fundamentally, it’s a combination of all the levers that will help maintain momentum.
Organisations seeking to maintain their Learning Organisation Maturity might also:
introduce new design methodologies and ways of working into the business
ensure Talent and L&D work together to strategise against which skills are in demand and which are abundant, resulting in a malleable plan for targeted learning
build safety by reframing what failure means within the culture.
19/11/24
20/11/2024
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The 'phone a friend' edition, if you will.
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