What makes a learning organization?

Lead on Purpose

They don’t just know about their customers, they know why their customers ‘hire’ them and their products to do specific jobs. All of … Continue reading → Knowledge Leadership Learning Uncategorized application culture discovery improvement JTBD learners learning organizationAmazon, Intuit, Airbnb, Disney, FedEx and Uber…what do these companies have in common? They know their customers.

Creating the Foundation for a Learning Organization

Deming Institute

Cliff and Jane Norman ( Profound Knowledge Products, Inc. presented a session at our 2016 annual conference titled: Applying Deming’s Philosophy and Theory to Create the Foundation for a Learning Organization.

Peter Senge on Leadership Development


In fact, titles and external validations are only the by-products of the pursuit. Peter Senge: How to Overcome Learning Disabilities in Organizations. Disciplines of a Learning Organization: Peter Senge. Why Organizations Don’t Learn?

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Smart Leaders Don’t Just Learn, They Teach

First Friday Book Synopsis

Here is an article written by William C. Taylor for BNET (January 4, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * Ever since the publication, nearly two decades ago, of [.].

An Ongoing Conversation with Ed Baker, Episode #1 – January 28, 2019

Deming Institute

However, I do like the idea of plateaus since improvement is a learning process. Eliminating defects can’t help customers if the product or service does not meet their requirements. (See continual improvement Dr. Deming management systems system of profound knowledge systems thinking theory of knowledge learning organization as a system System of Profound Knowledge understanding variation

What we see…

Deming Institute

A few years ago, I read an account of the Airbus Quality Lean Academy, with an inspiring image of students entering a lean temple, where students are coached and developed “with the basis they need to become self-reliant problem solvers and spread the word around the business.” Maintaining an investment in such a dedicated learning environment for 15+ years is no small feat, especially with the challenges of the idiosyncrasies of the partner nations.

Everybody Thinking, Learning and Doing

Deming Institute

That is the wrong sequence, the right sequence is quality and then time and then cost and then new products. Dan’s presentation includes a nice discussion of the importance of understanding the organization as a system (in his words the value streams).

Leadership and…the Cascade Stress Effect

Leading in Context

If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.

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The Hidden Ways Organizational Culture Can Impact Your Team’s Functioning

Lead Change Blog

As a leader, you can decrease discomfort and increase productivity by increasing your awareness of personal style and organizational culture and how they interrelate. Stability/Control: The organization focuses on its commitment to strategic direction and internal reliability.

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20 Essential Terms that You Need to Know to Transform Your Business

N2Growth Blog

Whenever you begin business transformation work, it’s important to establish a common vocabulary that everyone in the organization can grasp and incorporate into their respective vocabularies. This information is delivered as a by-product of the work performed by employees.

Learning: Experience Plus Reflection


It is a learned process. I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. In this 2011 post , I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives.

How a Lean CEO Thinks and Why You Should Too

Leading Blog

Stoller points out, Lean organizations outperform non-Lean organizations for two basic reasons: Brings Out the Best in People. A Lean organization is essentially a learning organization which makes it especially suited for uncertain times. Lean provides a disciplined structure that allows an organization to focus resources on measureable customer-oriented goals, essentially codifying what has made the company successful. The numbers are a by-product.

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Strategy, Culture, Knowledge Management, Firm Performance: How Are They Linked?

Strategy Driven

Organizational culture includes three dimensions of collaboration, trust and learning. The cultural aspect of learning is enhanced though providing further opportunities and information sharing.

Are you a Leader or a Lemming?

Great Leadership By Dan

Perhaps it starts within your organization, then within your industry? Signs of a Lemming Leader: Use of jargon: Do you use the terms restructuring, high reliability, six sigma, just culture, strategic sourcing, population health, or employee engagement in your organization?

Mike Tveite on The Role of Learning in Improving Organizations

Deming Institute

Mike Tveite shared his thoughts on The Role of Learning in Improving Organizations at the 1991 Ohio Quality and Productivity Forum conference. The purpose of the PDSA cycle is to learn. Guest post by John Hunter , who founded curiouscat.com (in 1996).

19 Key Leadership Competencies & Behaviors from 29 Top Experts

Miles Anthony Smith

So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Continuous learning.

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What Kind of Thinker Are You?

Harvard Business Review

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. HBR STAFF.

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Value-Added Leadership

Strategy Driven

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. One rarely advances more than one rung on the ladder during the course of service to the organization in question: Resource. Operations are sound, professional and productive.

Transforming a Management System – A Case Study From the Madison Wisconsin Police Department

Curious Cat

Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else. What was learned? We learned improvement never stops.

The Transformational Leader: Compass to a New World, part 1

Strategy Driven

You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. How well does your product accommodate the customers’ needs?

The Transformational Leader: Compass to a New World, part 2

Strategy Driven

You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. Inspire.

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How to Help Your Employees Learn from Each Other

Harvard Business Review

When your team wants to learn a new skill, where do they turn first? Peer-to-peer learning can be a powerful development tool that breaks through some common barriers to skill-building — and it has other benefits as well. Peer-to-peer learning encompasses all of these.

Reflecting on David Garvin’s Imprint on Management

Harvard Business Review

The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” ” ( Sloan Management Review, 1984) — hold up well, but as the new millennium approached and the economy grew less dependent on manufacturing, Garvin became less focused on quality management specifically and more concerned with all the processes organizations use to get work done.

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Why Great Employees Leave “Great Cultures”

Harvard Business Review

A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values. You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). One organization might identify teamwork behavior as “collaborates effectively through helping others.” Dragan Todorovic/Getty Images.

Insourcing at GE: The Real Story

Harvard Business Review

Immelt asked why production should be put in old factories in a union environment. We can have engineering work more closely with production. If the goal was to leapfrog the competition in every product line while revitalizing U.S.

5 Behaviors of Leaders Who Embrace Change

Harvard Business Review

Part of the issue is how organizations view the human aspect of the closing date, which is usually treated as the end of the transaction, when it’s really just the start of change. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Patrizia Savarese/Getty Images.

6 Ways to Turn Managers into Coaches Again

Harvard Business Review

Through informal conversations during the commute to work, over a coffee break, or while enjoying a burger after hours, managers passed along crucial information and knowledge about the organization’s culture. Imagine a top sales person in the field giving his pitch on a certain product.

Design How Your Team Thinks

Harvard Business Review

We design products, experiences, and even business models. This requires both learning and unlearning. For example, consider the way we think and talk about an organization. It’s a brain when we talk about a learning organization.

Why the Problem with Learning Is Unlearning

Harvard Business Review

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. In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership.

Creating Inspired, Open, and Free Organizations

Harvard Business Review

In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning. Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues.

Don't Read Infographics When You're Feeling Anxious

Harvard Business Review

Moreover, as research in this area grows more nuanced, companies producing visual analytic tools and products may be able to enhance their effectiveness by designing with emotion in mind. Ever had to look at a data visualization while you were in a lousy mood?

What Peter Drucker Knew About 2020

Harvard Business Review

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. survey found, for example, that fewer than 20% of IT professionals say they are effective at targeting where they can add the most value inside their organizations. “An Virtually every executive is eager to see his or her organization innovate.

Is Your Company Encouraging Employees to Share What They Know?

Harvard Business Review

Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience. Coactive vicarious learning.

An Entrepreneurial Society Needs an Entrepreneurial State

Harvard Business Review

In Silicon Valley, what was critical was the decentralized network of intelligent public organizations that facilitated feedback loops throughout the whole innovation chain. Second, organizations. How can we build learning organizations in the public sector that can welcome risk, learn from failure, discover, explore, and understand when to turn the tap off?

Cure Your Company's Allergy to Change

Harvard Business Review

Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees. But they're not failing fast to learn. It's definitely not a learning organization. In such a hard-siloed organization, no one has an end-to-end view of any process.

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The Winners of the Management 2.0 Challenge: How They Are Reinventing Management

Harvard Business Review

There is so much to learn, borrow, and build upon in these winning entries when it comes to how we can use the principles, and tools of the Web to make our organizations more adaptable, innovative, inspiring, and accountable. What if any organization could engage the collective intelligence of employee, customer, or other stakeholder populations to find out "what people would think if they were thinking"? Entangled Talents: a 21st-century Social Learning System.

The Shape of the Meaning Organization

Harvard Business Review

I'd suggest that the economic historians of the 23rd century are going to look back on the economies, markets, and organizations of the 20th the way we look back on the debtors' prisons, indentured servitude, and mercantile colonialism of the 18th. It's well past time to begin imagining an organization of a radically different kind — one that takes a quantum leap beyond strategy, marketing, and finance into a novel galaxy of unexplored, untapped economic possibilities.

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