N2Growth Blog

JULY 21, 2016

Learning Organization – A learning organization is one that acquires knowledge and facilitates the learning of its team members, in order to continuously improve, innovate, and transform. Networked organization structures enable the development of flatter more responsive enterprises.

Strategic Planning 170

Strategic Planning Network Organization Project Reference 170

Strategy Driven

SEPTEMBER 6, 2012

You just finished reading Ten Questions that Motivate Engagement and Drive Greater Accountability !

Motivation 62

Motivation Tactics Learning-by-Doing Bottom-up 62

Harvard Business Review

MAY 18, 2018

Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. Change-agile leaders demonstrate five integrated behaviors that, together, create a competitive advantage for the organization.

Agility 15

Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

JULY 15, 2013

To spread the new culture more broadly, management decided to form another cross-functional team (a "Little Big Room") to define tenets about how they would operate. A team of 16 curious, honest, and bold people — including production operators and leaders from HR, engineering, purchasing, operations, and training — were selected.

Insourcing 8

Insourcing Operations Offshoring Engineering 8

Harvard Business Review

NOVEMBER 3, 2016

Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. The problem isn’t learning: it’s unlearning. 5 Strategy Questions Every Leader Should Make Time For. Mark Bonchek.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

FEBRUARY 20, 2013

The traditional tools of management — strategy and planning — are no longer sufficient. Strategy and planning are like high beams on a car; they just bounce off the fog. Strategy doesn't give employees enough guidance to know how to take action, and plans are too rigid to adapt to changing circumstances.

Self-aware 8

Self-aware Guidelines Objective Operations 8

Harvard Business Review

JUNE 24, 2016

It’s a brain when we talk about a learning organization. In the beginning of the project, Explorers and Planners are helpful to set the strategy and structure the work effort. As strategy and planning give way to execution and operations, those with a more micro orientation take the lead.

Team 14

Team Construction Learning-by-Doing Agility 14

Miles Anthony Smith

AUGUST 7, 2018

Not only does it provide tools and resources for those transitioning into a leadership role, it also includes development strategies for management teams who are overseeing the growth of new leaders. I would folks to read biography, history, strategy and philosophy. I just read Multipliers this morning. I am sure you know this book.

Leadership 102

Leadership Self-aware Learning-by-Doing Open-book 102

Harvard Business Review

AUGUST 30, 2012

A few years ago, the chief operating officer launched a customer quality initiative to improve six core processes and assigned executives to "own" each process. But they're not failing fast to learn. It's definitely not a learning organization. How can you break this cycle? They're just failing more.

Company 8

Company COO CFO Insurance 8

Harvard Business Review

NOVEMBER 23, 2015

The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. What can be done to close that gap?

Learning-by-Doing 8

Learning-by-Doing Tools Team Efficiency 8

Harvard Business Review

OCTOBER 16, 2014

In a knowledge economy, top-down direction is particularly detrimental because employees are bound to know more than their supervisors do about the specialized fields in which they operate. Build true learning organizations. “If They may also know more about the customer—his needs and desires. They have to have autonomy.”.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

HR Digest

AUGUST 10, 2020

With the world on lockdown, organizations everywhere have had to rethink how they operate. Unfortunately, this well-intentioned approach dooms virtual learning to be a sort of “second-best modality”—tedious, boring, and ineffective. It doesn’t have to be this way.

Organization 98

Organization Crisis Diversity Long-term 98

Harvard Business Review

OCTOBER 31, 2014

Strangely, most CEOs seem resigned to this fact, since few, if any, have tackled the challenge of innovation with the sort of zeal and persistence they’ve devoted to the pursuit of operational efficiency. And finally, large organizations are emotionally insipid.

Disruptive Innovation 8

Disruptive Innovation Business Incubator Incubator Innovation 8