Learning to learn smarter
The quickening pace of change in the Information Communication Technology (ICT) industry puts organizations’ ability to adapt and learn to the test – especially for larger organizations, with their numerous structures, mechanisms and processes.
The unpredictability and often disruptive nature of change means organizations must ‘become living, learning organisms', able to adapt and thrive in new market conditions.
At the same time, in an increasingly Networked Society, organizations can no longer operate in isolation – if they ever could. In order to respond quickly and creatively to these new realities, businesses, governments and stakeholders of all kinds must adopt new skills and new ways of operating. And this is where agile learning has a huge contribution to make.
Petter Andersson, Vice-President Learning at Ericsson, sums up: "Learning should facilitate change responding to market needs. One example of this is in the area of mobile broadband where building competence enables Ericsson to remain a leader not only in technology and services but also in helping operators and other stakeholders to develop new business models to better meet the demands of consumers."
Learning today needs to be available 24/7; it’s about having people being engaged in continuous dialogue, collaboratively exploring reality and perspectives. Ideally, learning needs to be embedded in the strategic business process, and not confined to a department of experts working in isolation.
Organizations' learning and competence development function should build the right capability portfolio to ensure sustained competitive success. Aligning learning programs with the needs of the business is critical to the successful implementation of any strategy.
As Roland Deiser, Senior Fellow, Center for the Digital Future, University of Southern California, puts it: "The ability to master strategic change – in terms of developing new and compelling business models and creating an appropriate organizational architecture that supports that change – lies at the heart of today's leadership challenge."
Since every organization is different, and has its own unique circumstances, goals and objectives, approaches to cultivating a strong culture of learning will vary – stressing different practices over others, for example. Although all practices add significant value, it is important for leaders to select the right learning practices in support of their individual business strategies.
The unpredictability and often disruptive nature of change means organizations must ‘become living, learning organisms', able to adapt and thrive in new market conditions.
At the same time, in an increasingly Networked Society, organizations can no longer operate in isolation – if they ever could. In order to respond quickly and creatively to these new realities, businesses, governments and stakeholders of all kinds must adopt new skills and new ways of operating. And this is where agile learning has a huge contribution to make.
Petter Andersson, Vice-President Learning at Ericsson, sums up: "Learning should facilitate change responding to market needs. One example of this is in the area of mobile broadband where building competence enables Ericsson to remain a leader not only in technology and services but also in helping operators and other stakeholders to develop new business models to better meet the demands of consumers."
Learning today needs to be available 24/7; it’s about having people being engaged in continuous dialogue, collaboratively exploring reality and perspectives. Ideally, learning needs to be embedded in the strategic business process, and not confined to a department of experts working in isolation.
Organizations' learning and competence development function should build the right capability portfolio to ensure sustained competitive success. Aligning learning programs with the needs of the business is critical to the successful implementation of any strategy.
As Roland Deiser, Senior Fellow, Center for the Digital Future, University of Southern California, puts it: "The ability to master strategic change – in terms of developing new and compelling business models and creating an appropriate organizational architecture that supports that change – lies at the heart of today's leadership challenge."
Since every organization is different, and has its own unique circumstances, goals and objectives, approaches to cultivating a strong culture of learning will vary – stressing different practices over others, for example. Although all practices add significant value, it is important for leaders to select the right learning practices in support of their individual business strategies.
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