This seminar discusses how Honda can improve organizational learning and competitiveness in battery technologies. The tutor provides input on how Honda can strategically decide whether to lead or follow technological developments, invest significantly in R&D exploring new battery types, engage in vicarious learning from competitors, and partner with universities. The tutor also discusses how slogans at Honda allow tacit knowledge to be shared creatively. Finally, ways Honda could improve UK talent management are proposed, such as questioning assumptions of training models and exploring job rotation, self-managed learning, and mentoring.

1. Seminar: The Learning Organisation
Topic Number:5
Analysis 1: Evidence and the Nature of Knowledge
in the Digital Age

2. 2
• Analysing a organisational learning within a
corporate setting
• Advising on improving organisational learning
Learning outcomes
of this Seminar

3. 3
Reading & Activity
Need to read:
Honda (Japan) Case Study
Pages 177 to 179 in Jashapara (2011)
Get into groups and discuss the following
questions ready to present to the class

4. Questions
1. How can Honda improve their learning and competitiveness
of battery technologies?
2. What role do slogans play in the innovation process at
Honda?
3. How can Honda improve its ‘talent management’ processes
in the UK?

5. Tutor’s Input
1. How can Honda improve their learning and competitiveness of battery
technologies?
• Strategically decide whether it is better to be a leader or follower in battery
technologies. Currently, they have decided to be a follower and pursue NiMH
batteries, due to their lower costs. However, this may change as battery technologies
develop.
• Invest significant resources in Honda R&D engineers exploring and experimenting
with the next level of battery technologies beyond Lithium ion batteries with higher
levels of power, lower weight and lower costs

6. Tutor’s Input
1. How can Honda improve their learning and competitiveness of battery
technologies?
• Engage in vicarious learning through borrowing competitor strategies and
technologies such as Toyota’s
• Graft R&D employees from around the world with the latest knowledge and
thinking around new battery technologies
• Engage with external partners, especially universities and research institutes
with leading expertise and knowledge in battery technologies

7. Tutor’s Input
2) What role do slogans play in the innovation process at Honda?
• Allow tacit knowledge to be articulated in groups
• Allow people to use their imagination and play with abstract ideas
• Allow hunches, intuitions and insights to raise to the surface
• Allow a creative tension to exist between the world of the figurative
language and reality
• Allow team members to express the inexpressible even though there may
be multiple meanings, which are contradictory

8. Tutor’s Input
3) How can Honda improve its ‘talent management’ processes in the UK?
• Question underlying assumptions of 10:20:30:40 model at regular intervals and explore
double-loop learning
• Explore whether on-the-job training may be more effective in certain instances, especially
action learning
• Explore options for job rotation to develop multi-skilled employees and secondments to
other Honda subsidiaries
• Examine the role for self-managed learning especially e-learning
• Examine the value of in-house training versus external courses that may lead to qualifications
• Assess whether mentoring may be more appropriate than coaching for some employees

9. Questions

10. End of Seminar
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