The key to Competitiveness

Organisational Learning, Knowledge Management and Adaptation

Employee Learning & Development in the Sharing Economy

Workplace trends have made continuous learning and development key to the training and retention of top talent.

In today’s business environment, learning is an essential tool for engaging employees, attracting best talent, retaining key performers and developing leaders at all levels.

As a result, companies are rethinking what “learning” and “development” mean in the context of their business.

Employees at all levels expect dynamic, self-directed, continuous learning opportunities from their employers.

Deloitte research

The Bersin by Deloitte Human Capital Trends report shows that, more than eight in ten executives (84 percent) survey view learning as important, and nearly every CEO and CHRO reports that their companies are not developing deeply enough leadership.

Employees at all levels are discovering that learning can help them advance their careers, and especially

Millennials seeking learning opportunities in an easily accessible manner like an online learning environment.

They expect dynamic, self-directed, continuous learning opportunities when they need it, at every stage in their careers.

According to CIPD eLearning courses and self-guided learning experiences have come to replace traditional models of learning. In the UK, for example, eLearning courses are expected to grow by 59%, while in-house development programs are anticipated to grow by 53% in the next five years.

Peter Senge: The Learning Organization

Peter Senge, author of The Fifth Discipline, Senior lecturer at MIT and Founder of the Society for Organizational Learning shares his perspectives on the Learning Organization.

Developments in mobile learning technologies, followed by virtual classrooms and social media, are expected to have the greatest impact on the learning and development profession in the next five years.

CIPD Learning and development survey report

TALK^©
Empowering employees
by putting the learner in charge

The expectation is for employees to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success.

By putting the learner in charge and empowering employees, is driving performance, engagement, and career development.

Engaging Through Organisational Learning

TALK^© addresses the new dynamics of the 21st-century employee.

Today’s employees typically have different expectations. They expect training, learning and development support to be as readily and rapidly accessible as a continuous process that fits their individual needs and schedules.

The quest is to make employee learning and development into a self-driven pursuit, by providing access to resources, tools, and connections to enable employees to get the learning they need, when they need it, and build their careers better.

TALK^© facilitates a learning experience that shifts the focus from training to developing capability and encourages a culture of growth.

Design Thinking for Organisational Learning and Deep learning goals Adaptation

As complexity grows, organisations shift from top down command and control to decentralised management and rely on co-evolving, self-adaptive sub-groups and individuals.

The challenge is in creating learning and development programs that can be adapted to individual employees’ learning needs.

In a TALK^© learning environment, employees set deep learning goals and take it upon themselves to find information, educate themselves, and share their own expertise. The key is access to easy-to-use learning approaches and resources -from both inside and outside the company – allowing for progressing at their own pace.

Design thinking can help create an effective learning experience that brings real value to both the employee and to the organisation.

Today’s employees want more personalised learning plans. Psychological research contests that people have different ways of learning (strategic learners, deep learners, surface learners) according to their personality.

TALK^©The Institute’s Instruction Learning Methodology

Above and Beyond Knowledge Management

The advancement of information technology and the proliferation of networked organisations, has reinforced the role that knowledge plays in creating economic value, and has sparked interest in organisational learning and knowledge management.

the only thing that is sustainable is what the organisation knows, how it uses what it knows, and how fast it can know something new.

ACASA Research

Knowledge Management focuses on helping systems to continually learn, adapt and appropriately evolve.

However, the approach to organisational learning and knowledge management has been fragmented. There is a need for a holistic (systemic) approach that would lead to dramatic improvements in organisational performance.

We need to rethink the way talent is to be developed and deployed to enable people to explore their human potential for maximum benefit to the economy and society.

The ACASA approach

Takes into account the contextual factors that influence learning and adaptation, i.e., culture, strategy, structure, technology and internal and external environments

Proactively extracts, captures and disseminates, from repositories and other sources, the knowledge and understanding required to operate in a world characterised by increasing complexity and accelerating rate of change

Explores the cutting edge adaptive techniques and technologies (devices, human, organisational) across the range of possibilities, in order to extract common principles and advance the state of the art

Peter Senge on Organisational Learning

Dr. Evan Damigo; PhD
President of The Future of Work Collaborative Engagement Institute (FWCI)

For over 30 years, Dr. Damigo has helped clients to enhance yields on investments through better planning and execution.
As an Onassis Scholar, acquired his Doctorate in Applied Economics & Econometrics from University of Newcastle-upon-Tyne in Disequilibrium Analysis in 1989, and carried out post-doctorate research on cognition, brain functioning, chemicals rebalancing, thinking patterns, mental models and the trade-off between the art of reason and the privilege of doubt in business strategy, and high performance leadership.

Professor John Pourdehnad
Adjunct Professor and Associate Director of Ackoff Collaboratory for Advancement of the Systems Approach (ACASA)

Expert in Design Thinking, Organisational Dynamics for Modern workplace and Strategic Thinking/Planning.

Designed and conducted educational courses and seminars in systems thinking, organisational transformation and IT, organisational learning and knowledge management, and project management for degree and non-degree programs.

Over 35 years of experience in research, education, consulting, and management in a broad range of industries including aerospace, chemicals, computer equipment, data services and software, electronics, energy, food and beverages, healthcare, hospitality, industrial equipment, automotive, insurance, metals, mining, pharmaceuticals, telecommunications, utilities, and transportation.

Publications

Above and Beyond Knowledge Management

For more information see: The Strategic Management of Intellectual Capital and Organizational Knowledge (Oxford University Press).

Our changing pattern of thought from analytic to synthetic is brought into focus. Then a Learning and Adaptation Support System that has been applied at General Motors and other companies is described in detail.

‘A well-balanced illustration of the concepts that surround the strategic management of intellectual capital and knowledge, with interesting and relevant papers arranged into logical sections and chapters throughout the book.’

Managing Information

The key to Competitiveness

Organisational Learning, Knowledge Management and Adaptation

Employee Learning & Development in the Sharing Economy

Employees at all levels expect dynamic, self-directed, continuous learning opportunities from their employers.

Developments in mobile learning technologies, followed by virtual classrooms and social media, are expected to have the greatest impact on the learning and development profession in the next five years.

TALK© Empowering employees by putting the learner in charge

Engaging Through Organisational Learning

Design Thinking for Organisational Learning and Deep learning goals Adaptation

Above and Beyond Knowledge Management

the only thing that is sustainable is what the organisation knows, how it uses what it knows, and how fast it can know something new.

The ACASA approach

Above and Beyond Knowledge Management

TALK^©
Empowering employees
by putting the learner in charge