A system-thinking approach to a learning organization transformation
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Presentation by Rachad Najjar to the SIKM Leaders Community on January 18, 2022
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A system-thinking approach to a learning organization transformation
- 1. Dr. Rachad Najjar, Organizational Learning Leader SIKM Call, January 2022. A system-thinking approach to a Learning Organization transformation.
- 2. © 2020 General Electric Company. Proprietary. All Rights Reserved. 2 Learning and collaboration challenges What are the design criteria for the learning and collaboration platform experience? Warranty & unplanned CSA costs are exceeding the threshold with an increasing trend. Downtime related to addressing the defects is driving availability below our 98% target … impacting customers and further eroding profitability through LDs. Problem Statement #1 The average employee spends 5.3 hours per week waiting for assistance or insights from coworkers. During this time, employees either recreate their colleagues’ existing expertise or simply delay the work in question. Problem Statement #2 Problem Statement #3 60% of employees report that it is difficult, very difficult, or nearly impossible to obtain information from their colleagues needed to do their job.
- 3. See tutorial regarding confidentiality disclosures. Delete if not needed. “Before we build [wind turbines], [hydro generators], [hybrid power systems], [HVDC systems], we build people” Title or Job Number | XX Month 201X 3 How would you develop tomorrow’s engineering expertise in the context of
- 4. Confidential. Not to be copied, distributed, or reproduced without prior approval. Learning Organization intent - The Long-Term Vision April 6, 2022 4 A transformational journey towards a learning organization The Hero Organization The Systems Organization The Networked Organizati on The Fearless Organization The Learning Organization All levels leadership committed to learning mastery Individuals are heroes. Teams are supporting. Repeated processes. Metrics are in place. Expertise are connected. Problem solving capacity. Challenging practices. Try and test new ideas. Collective learnings. New expertise & capabilities. Phase 1 Phase 2 Phase 3
- 5. GE RE Learning Organization – Operating Model 5 Onshore Wind Offshore Wind Hydro LMWind Power Grid Solutions Hybrids Digital Services CentralTeam (HQ) Expertise Development Equal Learning Opportunities Problem Solving Capacity Cross-Learning Cross-Collaboration Change management Re-Use & Adapt Rachad EL BADAWI EL NAJJAR
- 6. Confidential. Not to be copied, distributed, or reproduced without prior approval. Rachad EL BADAWI EL NAJJAR Building a Learning Organization @GE Renewables Mapping the different REN programs where learning is happening at the organization Motivated by Organization Motivated by Individual/ Group Systematic problem solving Design Practice KS Communities Experimentation with new approaches Learning from their own experiences and past history Transferring knowledge quickly and efficiently throughout the organization. Learning from other’s experiences and best practices. Training/ Competency Management Ideation/ Innovation Onboarding Program Lessons Learned/ FoE License & Value Creation KS Communities Coaching/ Mentorship The process Search & Discovery Hansei workshops
- 7. GE RE Learning Organization Architecture 7 Expertise Development Problem Solving Capacity Programmed Learning Design Practice Training/ E-Learning Coaching/ Mentoring Knowledge Sharing Communities Lessons Learned Hansei/ Kaizen Competency Model Solutions Discovery & Search Rachad EL BADAWI EL NAJJAR
- 8. Confidential. Not to be copied, distributed, or reproduced without prior approval. Learning as core tenet in the Lean Transformation at GE Components of Lean Organization Problem Solving Capacity People Development Value/ Flow Standard Work Pull/ Kanban Lean Principles Lean fundamentals Continuous Improvements Customer Satisfaction Employee Satisfaction Rachad EL BADAWI EL NAJJAR
- 9. Confidential. Not to be copied, distributed, or reproduced without prior approval. Building a Learning Organization @GE Renewables Understanding the learning organization interfaces Personal Learning Mastery Technical University Discovery Engine Design Practice Solutions Knowledge Base Problems/ Issues Peer-to-peer discussions Experiences & Feedback Chief Engineering Office & Engineering Leaders Sponsorship Lean Principles (Kaizen & Hansei) O1 O2 O3 O4 O5 I1 I2 I3 I4 I5 Engineering Expertise Competency Model Organizational Dynamic capacity Technical Documentation Change management Coaching/ Mentoring O6 I6 Mentors Rachad EL BADAWI EL NAJJAR
- 10. Confidential. Not to be copied, distributed, or reproduced without prior approval. Competency Model Skills Assessment Process Experimentatio n Process Online technical training Onboarding program Lessons Learned Process Design Practice Mentor Connect Contextual Search I1 I2 I3 I4 I5 O1 O2 O3 O4 O5 O6 I6 Rachad EL BADAWI EL NAJJAR
- 11. © 2018 General Electric Company - All rights reserved Overall engineering learning & productivity scheme 11 P2P PROBLEM RESOLUTION CRITICAL KNOWLEDGE FINDER EXPERTISE FINDER MENTOR CONNECT PROACTIVE LEARNING COMMUNITY CAPABILITY REPORT Knowledge Sharing Knowledge Sharing Program : Components I1 I2 I3 I4 I5 I6 O1 O2 O3 O4 O5 O6 Problems/ Issues Peer-to-peer discussions Experiences & Feedback Engineering Expertise Technical Documentation Mentors Technical University Discovery Engine Coaching/ Mentoring Design Practice Competency Model Solutions Knowledge Base Rachad EL BADAWI EL NAJJAR
- 12. See tutorial regarding confidentiality disclosures. Delete if not needed. 12 Lean Organization 1 – Problem solving drives organizational learnin 2- Consult the respective design practice 3- Consult the respective KS community. 4- Engage in P2P discussions & troubleshoot 5- Conclude and retain the problem solution. Outcome 5: ‘Solutions Knowledge base’ interplay among Lean/LO/ KS Knowledge sharing Program Learning Organization Solutions Knowledge base at REN Executing on the lean objectives. Rachad EL BADAWI EL NAJJAR
- 13. DEMO
- 14. GE RE Learning Organization Portal Rachad EL BADAWI EL NAJJAR
- 15. Thank you Questions & Answers
Editor's Notes
- Toyota Way, pg. 182 – The leader’s goal at Toyota is to develop people “A company growing its own leaders and defining he ultimate role of leadership as ‘building a learning organization’ lays the groundwork for genuine long-term success.”
- When addressing the question of engineering excellence and expertise development in today and tomorrow’s engineering organization, we have first to understand what type of organization we ‘are operating in and how the expertise are identified and developed in every type. Heroes organization for example a medical clinic hire a senior medical doctor and the supporting staff to help the doctor. The expertise is singular and revolve around one senior expert. A startup will recruit a senior sales manager and junior sales team to support the expert. The sales activity is developed around the personal network of the senior sales expert. Systems organization would like to streamline the development of their expertise through common and repeated processes and tools. They’d like to move from single expert dependencies to reproduced set of expertise. However Organizations are complex, and knowledge work evolves across departments, organizations, teams, and countries before the process can be documented or updated. Work is invisible and we don't see it because it’s being completed in the minds of decision-makers and software applications before even been documented. Network organization overcomes the challenge of fast-changing work processes by flatting the organization, connecting their experts and working in networked approach. Expertise are acquired by engaging in common practices, collaborating together and learning within knowledge communities. However, networked organizations are still involved in highly operational issues and pressing customer issues and rarely have the time or the flexibility to question the existing practices and develop a new set of expertise. Fearless organization provides a degree of flexibility and liberty to question the existing practices with inquiry stance. Engineers are not afraid to investigate their conventional working methods. Safe climate is inaugurated within the organization that enable the engineers to learn through questioning. Learning organization is the capacity of the organization to reinvent itself and transform itself through the collective learning of its employees. Learning organization IS NOT a university organization that graduates its engineers. It’s characteristic of a competitive organization that continuously innovate new products and services. Expertise systematically evolves into a new set of competitive skills and competencies. What can work today may not tomorrow. GE Renewable Energy is transforming itself from Systems Organization to a Learning organization to stay competitive in the market. It’s a "dynamic" approach to expertise development that better fit the quickly changing and uncertain world. You can't just deploy today approach for expertise development and leave it for all posterity then expect it to continue to work.
- Kolb's experiential learning theory (ELT) is a learning theory developed by David A. Kolb, who published his model in 1984.
- What does success look like? Create competency frameworks for each technical domain area. Tie Training and Learning Materials to all identified competencies. These competency framework models will enable us to identify competency gaps in critical domain areas and develop a training plan to close them and/or develop a hiring plan to acquire these skills.
- Kolb's experiential learning theory (ELT) is a learning theory developed by David A. Kolb, who published his model in 1984.
- Kolb's experiential learning theory (ELT) is a learning theory developed by David A. Kolb, who published his model in 1984.
- Kolb's experiential learning theory (ELT) is a learning theory developed by David A. Kolb, who published his model in 1984.
- --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1- Peer-to-Peer problem solving and broad-based learning. Featuring tags to drive right knowledge to right people (experts) at the right time – the “killer app” 2- Critical knowledge finder Features resolved discussions with helpful solutions that were collectively elaborated and validated in the community Ask & Discuss forum. Highly re-usable knowledge content. 3- Expertise Finder: pipeline of sanctioned experts and others with Expertise per community member nominations with data consumed by company profiles 4- Proactive Learning in a Dynamic environment for the retention of critical knowledge and the protection of our intellectual capital – enterprise-wide wiki for lessons learned application. 5- Community capability report is the monthly report of the critical knowledge that has been collectively elaborated and validated in the Ask & Discuss forum of the communities you are a member of. This is a summary of the answers that have been marked as helpful by your communities. This report is a subset of the Critical Knowledge Finder (CKF) available in GEWiki. 6- Mentor connect allows engineer to enroll in a mentorship relationship with experts for critical skills development. Unlike traditional programs, this a one-to-many transfer of critical knowledge ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The GE knowledge store offers 5 critical applications ‘apps’ that can be deployed and operated within the engineering fuctions. These ‘apps’ manages and organize the knowledge lifecycle in the daily engineering job. If i’m an engineer and facing a problem in the customer project, i may rely on the respective technical community to get help and find together quick solutions. Resolved discussions are retained and stored for later reuse. All resolved discussions can be discovered and searched using the « critical knowledge finder » app. I may also need to connect with experts outside my team, or even my business, the « expertise finder » app will help me to identify the corresponding expertise and further start a discussion. Career progress is the ambition of every passionate engineer, through the « mentor connect » i can match my expertise with more experienced and advanced engineer who will help to acquire the right skills to progress in my career. This mentorship relationship is 1-to-many which means the transfered skills will also be share with my community through the wiki space. My job as mentee is to document the acquired knowledge into wiki articles and enrich it with my community. All wiki articles are stored in the wiki space as a mechanism for proactive learning. These articles contains mature and solid knowledge to be reused and referenced in future projects. No need to re-invent the wheel every time we face a smililar problem. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
- GE Renewable Energy – Engineering Learning Portal provides access to a wealth of rich learning resources, all in one place. The learning experience is best tailored to the specific Tier II business learning dynamics. You can find the competency model, gain access to many e-learning modules and tools, discover our onboarding processes, tap into a vast knowledge sharing program to increase skills and awareness, understand the design practices within Renewable Energy engineering, and find a mentor. You can also discover and explore the specific set of your respective team and trigger an associated learning & development program to acquire the job-related skills.