2. Corporate University /Corporate University / AcademyAcademy
Important Highlight &Important Highlight & LOLO ModelModel
Research & OutcomesResearch & Outcomes
RResults &esults & AApplicationspplications
CONTENTCONTENT
3. Its main aim is to structure the learning & development of allIts main aim is to structure the learning & development of all
employees and arrange technical , soft and leadership skills trainingemployees and arrange technical , soft and leadership skills training
programsprograms to develop and maintain high-calibre workforce.to develop and maintain high-calibre workforce.
These programsThese programs are usually in the form of;are usually in the form of;
-- classroom trainingclassroom training
-- seminars / workshopsseminars / workshops
-- onlineonline coursescourses
-- mentoring / coachingmentoring / coaching
They are structured aroundThey are structured around individualindividual learning method.learning method.
Corporate University /Corporate University / AcademyAcademy
Which systems are needed to support learning ?
How about team and (especially) organizational learning ?
4. In reports of various prominent consultant companiesIn reports of various prominent consultant companies itit is highligtedis highligted
thatthat “becoming a Learning Organisation”“becoming a Learning Organisation” isis one of theone of the top HR trends.top HR trends.
Why ?Why ?
ItIt’’s more fun to work ins more fun to work in a Learning Organization (LO)a Learning Organization (LO)..
LLOO givegivess people hope that things can be better.people hope that things can be better.
LLOO provides a playground for creative ideas.provides a playground for creative ideas.
LLOO provideprovidess a safe place to take risks with new idea safe place to take risks with new ideaas ands and
behaviors and the challenge needed to stretch beyond perceivedbehaviors and the challenge needed to stretch beyond perceived
limits.limits.
InIn LOLO everyone’s opinions are valued and the amount that peopleeveryone’s opinions are valued and the amount that people
cancan contribute is not determined by their position.contribute is not determined by their position.
IImportantmportant HHighlightighlight
5. In their articleIn their article Learning Organizations Come AliveLearning Organizations Come Alive, Martha, Martha
Gephart and Victoria Marsick write that the American SocietyGephart and Victoria Marsick write that the American Society
for Training and Developmentfor Training and Development –– ASTDASTD (recently renamed as(recently renamed as
Association for Talent Development *ATD*) developedAssociation for Talent Development *ATD*) developed TheThe
Learning Organization Assessment FrameworkLearning Organization Assessment Framework..
According to it, there are three levels of LearningAccording to it, there are three levels of Learning::
Individual,Individual,
Team,Team,
Organizational.Organizational.
The ModelThe Model (1/2)(1/2)
6. Also, there areAlso, there are ninenine Organizational Systems that supportOrganizational Systems that support
the three levels of Learningthe three levels of Learning::
VisionVision && Strategy,Strategy,
LeadershipLeadership && Management,Management,
Culture,Culture,
Structure,Structure,
Communication,Communication,
Information SystemsInformation Systems,,
Knowledge SystemsKnowledge Systems,,
Performance ManagementPerformance Management,,
TechnologyTechnology
The ModelThe Model (2/2)(2/2)
7. Survey conductedSurvey conducted in yearin year 20002000
The FieldThe Field
# of Q&A’s collected# of Q&A’s collected 300300
The QuestionnaireThe Questionnaire
# o# of Questionsf Questions 5353
Research Survey in: 3 BResearch Survey in: 3 Banksanks
8. TThe Model of Learning Organizationshe Model of Learning Organizations is presentis present in thein the
three banks.three banks.
ResearchResearch & O& Outcomes - 1utcomes - 1
9. • CommunicationCommunication isis the most importantthe most important variablevariable
in thein the LOLO Model.Model.
• All the othersAll the others, culture, information systems, individual, culture, information systems, individual
learning, leadership & management, learning, structure,learning, leadership & management, learning, structure,
team learning, technologyteam learning, technology are equally importantare equally important..
ResearchResearch & O& Outcomes - 2utcomes - 2
10. The mThe most effective systems :ost effective systems :
Four of the nine organizational systems:Four of the nine organizational systems:
communication,communication,
leadershipleadership && management,management,
performance management,performance management,
visionvision && strategystrategy
havehave the greatest impact on learning.the greatest impact on learning.
TheyThey explainexplain 58.7% change in learning.58.7% change in learning.
ResearchResearch & O& Outcomes - 3utcomes - 3
11. Systems that affect the 3 different learning levelsSystems that affect the 3 different learning levels
Communication, organizational learning, team learningCommunication, organizational learning, team learning
and visionand vision && strategy explainstrategy explain 39.8%39.8% change inchange in
individual learningindividual learning..
LeadershipLeadership && management, performance management,management, performance management,
the number of working years in the bank, individualthe number of working years in the bank, individual
learning and organizational learning explainlearning and organizational learning explain 45.2%45.2%
change inchange in team learningteam learning..
Information systems, performance management,Information systems, performance management,
structure, team learning, technology,structure, team learning, technology, vision & strategy
and individual learning explainand individual learning explain 60.8%60.8% change inchange in
organizational learningorganizational learning ..
ResearchResearch & O& Outcomes - 4utcomes - 4
12. By structuring and managing the 3 learning levelsBy structuring and managing the 3 learning levels
By improving and fostering theBy improving and fostering the organizational learningorganizational learning
ByBy analyzing theanalyzing the structure and management of the 9structure and management of the 9
organizational systemsorganizational systems
By improving and fostering the 4 most important systems:By improving and fostering the 4 most important systems:
communication,communication,
leadershipleadership && management,management,
performance management,performance management,
visionvision && strategystrategy
HOWHOW CAN YOUR COMPANYCAN YOUR COMPANY BECOMEBECOME AA
BETTERBETTER LEARNINGLEARNING ORGANIZATONORGANIZATON ??
13. Organizational learningOrganizational learning isis the most importantthe most important
• The learning variable is the sum of individual learning, team learningThe learning variable is the sum of individual learning, team learning
and organizational learning.and organizational learning.
• The three levels of learning have aroundThe three levels of learning have around 0.80 influence on learning0.80 influence on learning inin
the Model.the Model.
• The strongest relationship is between organizational learning andThe strongest relationship is between organizational learning and
learninglearning.. In the LO Model, organizational learning is the mostIn the LO Model, organizational learning is the most
important for being a learning organizationimportant for being a learning organization..
Application for YApplication for Yourour Company :Company :
Together with the training programs which lead to individualTogether with the training programs which lead to individual
learnlearniing some special programs that can contribute to theng some special programs that can contribute to the
organizational learningorganizational learning inin your companyyour company should be includedshould be included..
Information systems, performance management, structure,Information systems, performance management, structure,
team learning, technology, vision & strategy and individualteam learning, technology, vision & strategy and individual
learning should be used to support organizational learning.learning should be used to support organizational learning.
ResultResults & Applicationss & Applications - 1- 1
14. • The lowest correlation is 0.4 which is between learning andThe lowest correlation is 0.4 which is between learning and
technology.technology.
• RRelationship between learning and culture,elationship between learning and culture, learning andlearning and
communicationcommunication,, andand learning andlearning and knowledge managementknowledge management is 0.5 foris 0.5 for
each.each.
• 0.6 is the highest correlation0.6 is the highest correlation and itand it is between learning and visionis between learning and vision
&& strategy.strategy.
Application for Your Company :Application for Your Company :
Technology was not used for learningTechnology was not used for learning which exlainswhich exlains thethe
lowlow correlation.correlation. Nowadays, technology is utilized forNowadays, technology is utilized for
learning. Technologylearning. Technology shouldshould bebe even moreeven more utilized forutilized for
learninlearning withing within youryour companycompany and CU/and CU/AAcademycademy..
Learning should beLearning should be part of the visionpart of the vision && strategy ofstrategy of youryour
company.company.
ResultResults & Applicationss & Applications -- 22
15. The relationship among the systemsThe relationship among the systems areare
• The lowest correlation is 0.3The lowest correlation is 0.3 and itand it is between visionis between vision && strategy andstrategy and
technologytechnology..
• The relationship between structure and culture is 0.6.The relationship between structure and culture is 0.6.
• There is very high correlation between visionThere is very high correlation between vision && strategy andstrategy and
leadershipleadership && management.management.
• The highest relationship is between culture and leadershipThe highest relationship is between culture and leadership &&
management.management.
Application for YApplication for Yourour Company :Company :
Leadership & management inLeadership & management in your companyyour company shouldshould
supportsupport the foundationthe foundation and/or the operationsand/or the operations ofof
CU/ACU/Academy. The visioncademy. The vision && strategy ofstrategy of your companyyour company
should be used as the guiding principle in structuringshould be used as the guiding principle in structuring thethe
learning. In the culture oflearning. In the culture of your companyyour company,, learninglearning shouldshould
be included . Usually thebe included . Usually the CU/CU/AAcademy helps to createcademy helps to create aa
strong learning culture.strong learning culture.
ResultResults & Applicationss & Applications -- 33
16. There are sThere are similar learningimilar learning structures but dstructures but different systemsifferent systems
• The three banksThe three banks are similar in terms of learning.are similar in terms of learning.
• However, they are different when the correlation betweenHowever, they are different when the correlation between
systems and learning is examined.systems and learning is examined.
• Different organizational systems supportDifferent organizational systems support thethe learning in theselearning in these
banks.banks.
Application for YApplication for Yourour Company :Company :
Most probably, learningMost probably, learning within yourwithin your company iscompany is
similar because learning is a common humansimilar because learning is a common human
characteristiccharacteristic.. It should be found out which systemsIt should be found out which systems inin
youryour companycompany can affect learning the most. To start,can affect learning the most. To start,
communication, leadershipcommunication, leadership && management,management,
performance management, visionperformance management, vision && strategy can bestrategy can be
used.used.
ResultResults & Applicationss & Applications -- 44
17. EEmployees in your company are involved in individualmployees in your company are involved in individual
learning.learning.
Planning, organizing and evaluatingPlanning, organizing and evaluating individualindividual
learning programs such as:learning programs such as:
OrientationOrientation
TrainingTraining (Mandatory and Optional Training(Mandatory and Optional Training
Programs)Programs)
EducationEducation (Seminars / Conferences / Certificate(Seminars / Conferences / Certificate
Programs)Programs)
Coaching / MentoringCoaching / Mentoring
Career DevelopmentCareer Development
Personal MasteryPersonal Mastery == Continuous personal andContinuous personal and
professional learning & developmentprofessional learning & development
SStructuring & Managingtructuring & Managing
IIndividualndividual LLearningearning
18. Business groupsBusiness groups, departments, departments might be accepted asmight be accepted as
teams and their team learning should be enhanced.teams and their team learning should be enhanced.
Planning, organizing and evaluating tPlanning, organizing and evaluating team learningeam learning
programsprograms such as:such as:
classroom trainingclassroom training
outdoor trainingoutdoor training
whichwhich should be done couple of timesshould be done couple of times throughoutthroughout thethe
year.year.
SStructuring & Managingtructuring & Managing
TTeameam LLearningearning
19. Programs forPrograms for
SINGLESINGLE -- LOOPLOOP LEARNINGLEARNING
DOUBLEDOUBLE -- LOOPLOOP LEARNINGLEARNING
DEUTERODEUTERO –– LEARNING:LEARNING: LEARNING TO LEARNLEARNING TO LEARN
Information systems, performance management, structure,Information systems, performance management, structure,
team learning, technology, vision & strategy andteam learning, technology, vision & strategy and
individual learning should be used to supportindividual learning should be used to support
organizational learningorganizational learning within your companywithin your company..
SStructuring & Managingtructuring & Managing
OOrganizationalrganizational LLearningearning
20. 1.1. FastFast and continuous communication with customers, suppliers andand continuous communication with customers, suppliers and
competitors.competitors.
2. Decentralized yet completely connected communication networks.2. Decentralized yet completely connected communication networks.
3. Communication flows in all directions.3. Communication flows in all directions.
4. Individual and organizational barriers of communication are removed.4. Individual and organizational barriers of communication are removed.
5. The barriers of the credibility of the source and perceptual baises are5. The barriers of the credibility of the source and perceptual baises are
demolished.demolished.
6. High-tech organizational technology solves the problem of information6. High-tech organizational technology solves the problem of information
overload.overload.
7. Informal communication is free and effective.7. Informal communication is free and effective.
8. Dialogue and discussion are balanced.8. Dialogue and discussion are balanced.
9. Communication leads to learning.9. Communication leads to learning.
IImproving & Fosteringmproving & Fostering
COMMUNICATIONCOMMUNICATION
21. LLearning should beearning should be part of the visionpart of the vision && strategy ofstrategy of youryour
companycompany. As a result, this can. As a result, this can also help your CU/Aalso help your CU/Academycademy
significantlysignificantly..
The visionThe vision && strategy ofstrategy of your companyyour company should be used asshould be used as
the guiding principle in structuring the learningthe guiding principle in structuring the learning in yourin your
CU/ACU/Academy.cademy.
Employees’Employees’ Personal VisionsPersonal Visions
SharedShared VisionVision
StrategyStrategy
Learning to LearnLearning to Learn
IImproving & Fosteringmproving & Fostering
VVision &ision & SStrategytrategy
22. Leadership and management inLeadership and management in your companyyour company should supportshould support
thethe foundationfoundation and/or the operationsand/or the operations ofof the CU/Athe CU/Academy.cademy.
Management based on Learning from experience:Management based on Learning from experience:
OpennessOpenness
Systematic ThinkingSystematic Thinking
CreativityCreativity
Sense of EfficacySense of Efficacy
EmpathyEmpathy
LeadershipLeadership - Three types of Leaders- Three types of Leaders
Local Line LeadersLocal Line Leaders
Executive LeadersExecutive Leaders
Internal NetworkersInternal Networkers
IImproving & Fosteringmproving & Fostering
LLeadership &eadership & MManagementanagement
23. 1.1. Tool for definingTool for defining llearning needsearning needs
2. Eclectic Approach (360 degrees)2. Eclectic Approach (360 degrees)
- supervisor’- supervisor’ss appraisalappraisal
- assessment o- assessment off team membersteam members
- evaluation done by customers- evaluation done by customers
- self-appraisal- self-appraisal
- assessing supervisors- assessing supervisors
3. Criteria of performance3. Criteria of performance appraisalappraisal
-- systems thinkingsystems thinking
-- personal masterypersonal mastery
-- commitment tocommitment to learning andlearning and personal developmentpersonal development
-- willingness to takewillingness to take risks, change andrisks, change and improveimprove
-- participation inparticipation in organizationalorganizational dialogues anddialogues and discussionsdiscussions
-- learning fromlearning from mistakesmistakes
- contribution to the- contribution to the learning of otherlearning of other employees and the organizationemployees and the organization
as aas a wholewhole
IImproving & Fosteringmproving & Fostering
PPerformanceerformance MManagementanagement
