![]() ![]() That’s because many managers don’t realize that sustainable improvement requires a commitment to learning.Īfter all, how can organizations respond creatively to new challenges (shifts in customer preferences, market downturns) without first discovering something new-then altering the way they operate to reflect new insights? Without learning, companies repeat old practices, make cosmetic changes, and produce short-lived improvements. But more performance-improvement programs fail than succeed. ![]() Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.Īs we all know, to stay ahead of competitors, companies must constantly enhance the way they do business. The first step is to foster an environment conducive to learning. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. No learning organization is built overnight. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. Using these “three Ms” as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and trans£erring knowledge quickly and efficiently throughout the organization. Finally, better tools for ITAL-measurement can assess an organization’s rate and level of learning. Second comes ITAL-management: clearer operational guidelines for practice. First is the question of ITAL-meaning: a well-grounded easy-to-apply definition of a learning organization. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Before people and companies can improve, they first must learn. That’s because most companies have failed to grasp a basic truth. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. ![]() Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. ![]()
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