Learning Organization


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Building learning organizations
to provide employee engagement and competitive advantage.


Self-directed, efficient, inter-departmental collaborative work teams

Stabilized and revitalized corporate culture through employee engagement, creativity, effective communications, solid process / procedures

Programs for empowered, engaged, responsible and accountable employees

Flexible and efficient decision-making at the operational level

Continuous strategy for business growth and long-term sustainability in a changing marketplace

Consistent leadership and mentoring program

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Learning Organization

  1. 1. The Sapini Group LLC Building learning organizations to provide employee engagement and competitive advantage 06/08/09 The Sapini Group
  2. 2. Vision Statement <ul><li>Corporations are kept vital through the productive creativity of engaged employees. This engagement, supported by clear process and procedures, endures over time to achieve and provide distinct marketplace competitive advantage. </li></ul>06/08/09 The Sapini Group
  3. 3. Today’s Challenging Corporate Realities <ul><li>Increased pressure to reduce costs, consolidate resources, increase operational capabilities, and make effective decisions more quickly </li></ul><ul><li>Growth through mergers and acquisitions requiring complex strategies </li></ul><ul><li>Loss of opportunities for growth within the organization in terms of employees (to reduce “brain drain”) and departmental functions (to grow capacity) </li></ul><ul><li>Lack of development of emerging leaders to ensure smooth leadership transition </li></ul><ul><li>Inadequate communications to employees throughout organizational systems </li></ul>06/08/09 The Sapini Group
  4. 4. Challenges Facing Management <ul><li>Inability to achieve goals due to lack of accountability, blurred procedures and structural system inefficiencies </li></ul><ul><li>Perception of insufficient support in daily responsibilities </li></ul><ul><li>Insufficient communications about employee involvement and overall corporate strategy </li></ul><ul><li>Disengaged employees who “coast” through daily performance </li></ul><ul><li>Sense of helplessness to really effect positive change </li></ul>06/08/09 The Sapini Group
  5. 5. Additional Management Stresses <ul><li>Overwhelmed, overscheduled and stressed work force </li></ul><ul><li>Pervasive fear of job loss/change </li></ul><ul><li>Resistance to change in culture, environment, position </li></ul><ul><li>Lack of commitment and accountability </li></ul><ul><li>Unclear job expectations and boundaries </li></ul><ul><li>Ineffective communication and collaboration </li></ul><ul><li>Inefficient decision-making processes </li></ul><ul><li>Inability to make risky decisions without fear of reprisal </li></ul><ul><li>Intrinsic generational lack of understanding between colleagues </li></ul><ul><li>Inadequately trained leadership </li></ul><ul><li>Individual identity less important than corporate success </li></ul>06/08/09 The Sapini Group
  6. 6. Impact of Engaged vs. Disengaged Employees <ul><li>High turnover, recruiting costs (2x salary of the employee leaving) , training dollars, loss of human capital, affect on longer-term strategies / leadership) </li></ul><ul><li>Measurement of Intangible Outcomes within Learning Organizations </li></ul><ul><li>Corporate Leadership Succession Trends </li></ul>06/08/09 The Sapini Group
  7. 7. Statistics <ul><li>Watson Wyatt (2005) – Human Capital ROI Study of 147 companies concluded that employee engagement and recognition results in significant share holder value increases </li></ul><ul><li>Carlson-Gallup Study (1998) – 82% of employees said that engagement and recognition improved their job performance </li></ul><ul><li>Harvard Business Review - Bassi & McMurrer (2007) conclude that employee engagement affect stock returns positively, and that employees offer long term competitive advantage to the company </li></ul>06/08/09 The Sapini Group
  8. 8. Case Study <ul><li>ISR, an employee research and consulting firm conducted a global engagement study of more than 664,000 employees in 41 companies over the course of 12 months </li></ul><ul><li>Conclusion: A 52% gap resulted in operating incomes between companies with highly engaged employees and companies with low engagement. High engagement companies improved 19.2 percent while low-engagement companies declined 32.7 percent in operating income </li></ul><ul><li>*Training and Development, Sept 2006 </li></ul>06/08/09 The Sapini Group
  9. 9. Management Goals / Solutions to Support Change <ul><li>Identify corporate stresses, sources of conflict and barriers to performance </li></ul><ul><li>Devise a strategy to gain sustainable competitive advantage utilizing employee engagement </li></ul><ul><li>Develop self-directed, inter-departmental, intrapreneurial work teams </li></ul><ul><li>Establish a leadership mentoring program and a succession plan to assure productivity and company growth </li></ul>06/08/09 The Sapini Group
  10. 10. Definition: Learning Organization <ul><li>According to thought leader Peter Senge from his book, The Fifth Discipline: The Art and Practice of the Learning Organization : </li></ul><ul><li>A learning organization is human beings cooperating in dynamical systems that are in a state of continuous adaptation and improvement </li></ul><ul><li>Through learning, we re-create ourselves, we are able to do something we never were able to do, we re-perceive the world and our relationship to it and we are able to bring this to our work </li></ul><ul><li>Teams begin to understand how they can think about the work environment so that they can collaborate in discussions; in working together, teams create results that matter (to them and the company) </li></ul><ul><li>The learning organization can develop a cadre of high performance leaders able to mobilize people’s commitment towards results and change </li></ul>06/08/09 The Sapini Group
  11. 11. Definition: Learning Organization (cont.) <ul><li>Feedback </li></ul><ul><ul><li>An organizations adapted for maximum learning builds feedback loops from employees to maximize their own learning </li></ul></ul><ul><li>Taxonomy </li></ul><ul><ul><li>A learning organization may create a specific and agreed upon understanding of terms, concepts, categories and keywords that apply within that organization </li></ul></ul><ul><li>Challenging Assumptions </li></ul><ul><ul><li>A learning organization must constantly review its processes, instructions, assumptions and even its basic structure. The true learning organization is constantly redesigning itself </li></ul></ul>06/08/09 The Sapini Group
  12. 12. Steps to Achieve Change A ttention C ollaboration E mpowerment 06/08/09 The Sapini Group
  13. 13. Attention: 06/08/09 <ul><li>Understand what promotes the company’s long-term sustainability </li></ul><ul><li>Determine corporate goals for employee communications and development </li></ul><ul><li>Know the costs of diverting attention away from corporate goals </li></ul><ul><li>Discern the obstacles to effectiveness, productivity, accountability, and team coordination </li></ul><ul><li>Determine the strategy for long-term success </li></ul><ul><li>Explore innovation via employee engagement </li></ul>The Sapini Group
  14. 14. Collaboration: <ul><li>Align and collaborate with company stakeholders to: </li></ul><ul><li>Develop and foster innovative ideas for growth </li></ul><ul><li>Create and implement employee engagement and leadership opportunities </li></ul><ul><li>Devise intra-corporate partnership programs and processes </li></ul><ul><li>Draw upon professional talents that deliver the best results </li></ul><ul><li>Rejuvenate teamwork support in the company user community </li></ul><ul><li>Serve customer needs competitively </li></ul>06/08/09 The Sapini Group
  15. 15. Empowerment: <ul><li>Promote responsible, accountable and effective teamwork </li></ul><ul><li>Encourage employee engagement and training ventures </li></ul><ul><li>Empower employees to utilize their creative and productive talents </li></ul><ul><li>Increase inter-departmental collaboration to enhance flexible and efficient decision-making </li></ul><ul><li>Reduce internal competition and increased motivation for better productivity </li></ul><ul><li>Recognize and promote the need for a balanced personal and professional life </li></ul><ul><li>Support on-going management and leadership mentoring and coaching </li></ul>06/08/09 The Sapini Group
  16. 16. The Learning Organization in Action <ul><li>Human Capital (employees, management, leadership) </li></ul><ul><li>Resources (financial, physical, intellectual) </li></ul><ul><li>Systems (management, technology, protocols, communications) </li></ul><ul><li>All THREE are required and must work together! </li></ul>06/08/09 The Sapini Group
  17. 17. The Learning Organization Solution <ul><li>Pilot Project (one department experiencing innovative approach, addressing challenges cohesively from the “inside out”) </li></ul><ul><li>Significant Milestones (engaged employees as measured by reduced employee turnover and increased productivity, quicker procedural implementation, and quality solution generation) </li></ul><ul><li>Three-Phase Timeline </li></ul><ul><ul><li>0 – 6 months: align strategic goals; adapt communications, protocols and systems; develop project teams; access individuals and team </li></ul></ul><ul><ul><li>6 – 12 months: project teams implement action plans, individuals actively participate in opportunity identification and optimization </li></ul></ul><ul><ul><li>12 – 18 months: monitor and refine operational challenges as present; complete overall project assessment via surveys and interviews for committee review </li></ul></ul>06/08/09 The Sapini Group
  18. 18. Sample Initiatives: leveraging existing resources for new outcomes <ul><li>Cross-functional speed brainstorming meetings </li></ul><ul><li>Rotating project management with summary presentations </li></ul><ul><li>Functional &quot;shadowing&quot; (cross-training) </li></ul><ul><li>Quarterly casual gatherings </li></ul><ul><li>Process mapping for systems documentation and/or automation </li></ul><ul><li>Video recorded leadership interviews (oral teaching, shared knowledge, legacy) </li></ul>06/08/09 The Sapini Group
  19. 19. Outcome Delivery: <ul><li>Self-directed, efficient, inter-departmental collaborative work teams </li></ul><ul><li>Stabilized and revitalized corporate culture through employee engagement, creativity, effective communications, solid process / procedures </li></ul><ul><li>Programs for empowered, engaged, responsible and accountable employees </li></ul><ul><li>Flexible and efficient decision-making at the operational level </li></ul><ul><li>Continuous strategy for business growth and long-term sustainability in a changing marketplace </li></ul><ul><li>Consistent leadership and mentoring program </li></ul>06/08/09 The Sapini Group
  20. 20. Program Options <ul><li>Full Immersion </li></ul><ul><ul><li>Provides needs assessment, and all training and development programs for management and employees </li></ul></ul><ul><li>Partial Immersion </li></ul><ul><ul><li>Provides needs assessment, and select training and development; weekly or bi-weekly contact </li></ul></ul>06/08/09 The Sapini Group
  21. 21. Thank You <ul><li>“ Coming together is a beginning. </li></ul><ul><li>Staying together is progress. </li></ul><ul><li>Working together is success.” </li></ul><ul><li>~ Henry Ford </li></ul>06/08/09 The Sapini Group