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Building a Learning Organization
This document discusses building a learning organization. It provides examples of companies that have established learning organizations, including VinGroup and FPT Corporation. It outlines key aspects of learning organizations such as encouraging all employees to learn 100 hours per year, establishing corporate universities, and having all managers teach. The document also discusses challenges of learning organizations and provides steps to build them, including focusing on individual, team, and organizational learning. It describes techniques like communities of practice, knowledge management systems, and retrospective reviews. Overall, the document advocates that establishing a culture of continuous learning across all levels is the ultimate competitive advantage for organizations.
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Building a Learning Organization
- 1. BUILDING A LEARNING ORGANIZATION DUONGTrongTan, Agilead
- 2. Who knew theterm ‘Learning Organization’ before?
- 3. • Setting newstandards in all segments it enters • Speed and (not or) quality • VinGroup Learning Organization: • All employees must learn(~100hrs/year) • All managers must teach (1hr/week) • ‘Forever Entrepreneurship'
- 4. FPT Corporation: Yearof Learning (2015) • Constructivism • MOOC • Learning Organization 2015 - YEAR OF LEARNING Constructivism Lean Startup MOOC • Establish FPT Corporate University • Bring MOOC to all: minimum 1 course/year • All managers must learn or teach • Mentor-Mentee Program • ‘Genghis Khan’ policy to encourage entrepreneurship Mr. Truong Gia Binh, Chairman ofFPT,in his pubic seminar TGB on Leadership Photo: Chungta.vn Learning Organization
- 5.
- 6. Learning is atthe core of many start-ups Lean Startup
- 7. "The rate atwhich organization and individual learning may well become the only sustainable competitive advantage” - Ray Stata, Analog Devices
- 8. “Learning Organization: Wherepeople continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.” - P. Senge What is “learning organization”? “A learning organization isan organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights”. – D. Garvin
- 9. Is your organizationa ‘Learning Organization’?
- 10. Why Learning Organizationis hard? 1. The concept is too abstract 2. Targeting mostly at executive level 3. Fixed Mindset 4. Too busy to improve anything 5. Overreliance on past performance 6. Lacking of practical practices & tools
- 11. Building a learningorganization, step-by-step Individual Team Organization
- 12. Individual Learning • Corporate-LedTraining Program • Self-directedLearning • Utilizing MOOC/OnlineLearning • Accessible • Self-paced • Personalized • Cost-effective • Policy: “All staffs must learn”
- 13. react-text: 128 Dr. Barbara Oakley /react-text react-text: 129 , Professor of Engineering /react-text Industrial & Systems Engineering, Oakland University LEARNING HOWTO LEARN https://www.coursera.org/learn/learning-how-to-learn on• Planning to learn • Reading • Asking questions • Searching and evaluating information • Taking note and organizing information • How to develop mastery • Illusions of learning, memory techniques, dealing with procrastination • How to evaluate learning 1.4M+ learners in 14 languages (including Vietnamese) Dr. Barbara, Professor of Engineering Industrial & Systems Engineering, Oakland University Terrence Sejnowski, Francis Crick Professor at the Salk Institute for Biological Studies Computational Neurobiology Laboratory
- 14. Developing Mastery • Oneof key motivation factors (Pink) • One of 5 disciplinesof LO (Senge) • Incrementally developed • Time-consuming react-text: 128 Dr. Barbara Oakley /react-text react-text: 129 , Professor of Engineering /react-text Industrial & Systems Engineering, Oakland University Ignition Deep Practice Talent Coach D. Coyle: Talent = Deep Practice + 10 000 hrs Dreyfus model of skill acquisition
- 15. Learning in Organizationsis Experiential Experience Reflection Conceptualization Experimentation Experiential Learning, D. Kolb
- 16. Team Learning • Dialog/Debate •Pairing/Coaching • Group Work • Apprenticeship • Retrospectives • After-Action Reviews react-text: 128 Dr. Barbara Oakley /react-text react-text: 129 , Professor of Engineering /react-text Industrial & Systems Engineering, Oakland University PLAN EXECUTE REVIEW RETROSPECT Requirement Taskboard Improvements SCRUM HABIT THAT FOSTERS LEARNING 1. What did we set out to do? 2. What actually happened? 3. Why did it happen? 4. What do we do next time? On habit: people need avg. 66 days to form a habit. Keep trying.
- 17. Learning at OrganizationLevel • Systematic Kaizen Programs • Strategic Training Programs • Knowlege Management • Sharing Knowledge Environment • Online: KMS, Social Groups • Offline: Seminars, Conferences, Workshops… • Community of Practices • Tips: • Developmodular,reusable learning content • CareerDevelopmentPlan • New Roles • Instructor • Coach • Mentor • Knowledge Manager • LearningCoordinator
- 18.
- 19. Learning Organization BuildingBlocks Environment • Psychological safety • Appreciation of differences • Openness to new ideas • Time for reflection Platform • Processes • Practices • Policy • Structure • Tools Leadership • Vision • Dialogue and debate • Learning and mastery encouragement • Commitment • Leaders learn first
- 20. Learning Organization Survey • Developedby Prof. David Garvin at Harvard • For self-checkand reflection • A benchmark tool • Used at groups & organization level http://los.hbs.edu/
- 21. Knowledge Leaders • Createand maintain shared vision • Active learners • Teach, mentor & coach others • Foster learning and knowledge creation in others • Acknowledgeand test mental models • Engage in systems thinking • ‘Wise leaders’
- 22. “Our behavior isdriven by a fundamental core belief: the desire, and the ability, of an organization to continuously learn from any source, anywhere; and to rapidly convert this learning into action is its ultimate competitive advantage.” Jack Welch, GE CEO
- 23.
- 24. References • Coyle, Daniel.The talent code:Greatness isn't born,it's grown. Random House, 2010. • Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is yours a learning organization?." Harvard business review 86.3 (2008): 109. • Marquardt, Michael J. Building the learning organization. New York, NY: McGraw-Hill Companies, 1996. • Nonaka, Ikujiro, et al. Managingflow. Palgrave Macmillan, 2008. • Senge, Peter M. The fifth discipline fieldbook:Strategiesand tools for building a learning organization. Crown Business, 2014. (Kindle version)