The Learning Organization - 10 transformations any organization has to undergo


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In this presentation 10 transformations are described that all organizations must undergo to become a true learning organization. This is needed to rapidly adapt to changing contexts. These contexts change faster and faster due to social media. By following these 10 transformations, an organization is more adapted to this new changing (social media) context and can learn just like any individual person can.

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The Learning Organization - 10 transformations any organization has to undergo

  1. 1. the learning organization© TOTAL IDENTITY 2011 Total Active Media Martijn Arts @arts118
  2. 2. Organizations are history. Start thinking organic and organize!© TOTAL IDENTITY
  3. 3. Inside =OutsideAn organization should not make adifference between inside and outside.You draw your customers inside andyour employees blog and twitteroutside. No more secrets, justtransparency. The advantage you had inthe old days by secretly developingideas internally, that same advantageyou now have by adopting opennessand honesty and by looking forinteraction with partners and with themarket. And the market will interactwith you. The public assists in productdevelopment, in service and in branddistribution.Learning tip #1: Do not write internaldocuments, but create everything as ifit should be presented or publishedpublically.
  4. 4. Control ƒDirectionYou do not control an orchestra, butyou direct it. The same goes for a filmcrew. And for a flock of sheep‚ ... Agroup of individuals, animals as well aspeople, do not like to be controlled.However, they do accept direction.With the correct vision and objectivethe director plays along withdevelopments and events andcapitalizes on the movements of thegroup. Anyhow the group will proceedin the right direction, fluidly andcontinuously.Learning tip #2: Let everyone be freeon social media and impose only 1 rule"be social and responsible only andfollow each other".
  5. 5. Incident ƒContinuousToo often and increasingly more oftenpeople only react to incidents.Organizations stumble from oneincident into another. Incidentmanagement has always been tricky,but now with the viral distributionpossibilities of the social media it hasbecome a true art. Instead of focusingon incidents people could better focuson creating a reputation and thisrequires vision, leadership andperseverance. Qualities that demandcontinuous attention and discipline.Learning tip #3: Implement no isolatedsolution for an isolated problem butalways try to let a new routine springfrom it. For example: "everything thatcan be settled within one minute mustbe settled immediately and should notappear on a to-do list".
  6. 6. Isolated ƒEmbeddedFocus is good but also results in anarrow view of reality. This is exactlywhat often happens if a problem or aneed is detected within anorganization. Often these are isolated,just as the person or the team that islined up to tackle the issue. Instead ofisolating a problem, a need, a personor a team, within a dynamic andcomplex world it often is better toembed them in a (learning)organization at appropriate locationsor even everywhere. Following thistrain of thought item 3 represents the“what” and this item the “how”: Howdo you achieve continuity..Learning tip #4: Dismantle thecommunication department, do notcall them communication managersbut communication advisors andspread them throughout the companyand incorporate them in the line.
  7. 7. Delegated ƒCommittedWith his invention of “scientificManagement” also known asTaylorism, Frederick Taylor has taughtus to delegate. And so did allmanagement books after him. And thatis difficult because ‘to delegate issomething you have to learn’. But whatis the use of delegated responsibility ifyou still have to check the workextensively afterwards, as is often thecase in practice? Instead of delegating,people should rather be committed toan identical objective or a desiredresult.Learning tip #5: Before you asksomeone else to do something, askyourself if you should not do ityourself. If this is not the case, thenfirst formulate the question as abriefing in an e-mail. A good briefingrequires commitment to achieve thesolution.
  8. 8. Distributed ƒIntegratedThe distribution of tasks and work is askill in itself. And many learnedorganization experts have described allkinds of specialisms. Every single oneof these specialisms is definitelyvaluable, but in the current cross-media and cross-channel world inwhich work becomes more and moremulti-disciplinary, distribution of tasksand expertises is increasingly lessoften a solution. Distribution of tasksand expertises often results in faultyconnections between cases. Theintegration of specialisms often resultsin more productive and more efficientprocesses. And better results.Learning tip #6: Start every week withall people of your group, unit or with ajoint session in which everyoneindicates his/her challenge for thatweek: thus you create an integratedteam.
  9. 9. Projects ƒProgramsA project is characterized by a startand an end. The project leader and theproject team start it and they finish it.Today a product, a website or acampaign is no longer finished at go-live. There is continuous workinvolved: "The continuo beta". So thereshould be no steering on projects andtheir continuity.Learning tip #7: Rename projectmanagers into program managers andno longer finish any project withoutthe presence of a long-lasting businesscase or follow-up planning.
  10. 10. Consolidation ƒTransformationActually it is strange that in a dynamicworld that changes continuously, anorganization often speaks ofconsolidation. Of course gettingfamiliar with new learned matters isimportant, but consolidation inhibitsthe learning capacity of theorganization. Instead of steering andmanaging by consolidation,transformation should be leading.Change! In other words..Learning tip #8: Do not have initiatorsof new ideas defend themselves, butlet those who criticise these ideas doso. Every meeting again.
  11. 11. Structure ƒCultureThousands of books have been writtenabout (organization) structures. Andconsultancy organizations have madebig money out of it. There is astructure for all processes and for alltypes of organizations. As it is theimplementation of a structure seemsto be an objective on its own.However, structure is not an objectivebut a means. And this means must bedeployed to achieve the desiredculture and the desire to maintain thewish to change. For all other mattersonly choices and clarity are necessary,not structure.Learning tip #9: Determine what is thecollective (internal and external)assessment of the culture andsubsequently remove one centrallyconstructed structure or consultationevery quarter and measure again.Yourprogress will not falter.
  12. 12. Staf ƒCoreOrganizations that have distributed,delegated, consolidated and isolatedoften have large staffs and staffdepartments. They are all very busywith extremely important work. Thusthe distance between the staffdepartments and the core processbecomes increasingly larger. Thiscauses bureaucracy and paralysis.Whereas on the other hand everyorganization once started with its corebusiness. Exactly this represents theadded value and the passion. This iswhy you want to work there, be theircustomer and know more about it.And because you want to know moreabout it, you are constantly looking forit and you share that knowledge. Thisis exactly the intrinsic learning of theorganization.Learning tip #10: Make sure thateveryone within the organization hasproductivity objectives and measurethem. No exceptions.
  13. 13. The liquid organisation Inside = Outside Control ƒ Direction Incident ƒ Continuous Isolate ƒ Embed Delegate ƒ Commit Distribute ƒ Integrate Projects ƒ Programs Consolidation ƒ Transformation Structure ƒ Culture© TOTAL IDENTITY Staff ƒ Core
  14. 14. Organizations are history. Start thinking organic and organize! @arts118© TOTAL IDENTITY
  15. 15. @arts118© TOTAL IDENTITY 2011 Total Active Media Martijn Arts @arts118