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

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.




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

  • Since then, Dr. Damigo has analysed global economies and international trends, and has been applying his knowledge to business optimisation processes and strategy development – Scenarios building, Quantitative Economics and Applied Econometrics.
    He has contributed in executive roles in the Investment and Capital Markets Sector, as well as in a multidisciplinary ecosystem of enterprises and management consulting assignments, implementing modifications in organisational routines and on-the-job learning for enhancing managerial competences and developing models, Riskmetrics applications, and Organisational health diagnostics & directives tools.

    As a Human Capital Management practitioner, Dr. Damigo has been assisting organisations to improve their learning and development capabilities and leadership performance.

    Been involved in education sector reform – policy, financing, planning, support strategies to education ministries. Life Skills & Vocational Education and Training. Learning management information systems, blended learning paths and curriculum development. Developed the TALK learning and development methodology, the Excel MindSet approach and the Shared Purpose paradigm.
    He has conducted project management in shipping and transportation, mining, trade development and finance, as well as participated in socio-economic research studies sponsored by, OECD, EU Intelligence and Situation Centre, UNCTAD, U.N Relief and Works Agency, World Health Organisation, and Risk Management Programs for IEA and IMO, and “After Action Reviews” (AARs) in Defense Information Systems, Domains and Agencies.

    Dr. Damigo is a ‘future thinker’ on philosophical and corporate management issues, and shares the ability to simplify and de-mystify complex subjects, in relation to BPO, change management and high performance leadership.

  • Anheauser-Busch Companies, Chrysler Corporation, Dupont, Eastman Kodak, Imperial Oil Limited (Canada), Martin Marietta, Super Fresh Food Markets, World Wide technology, Briggs and Stratton Corporation, General Motors Corporation, Analog Devices, Inc., Aetna Insurance Company, Ford Motor Company, Northern Telecom, University of Pennsylvania (School of Veterinary Medicine), University of Pennsylvania (Dental School), Compania Antarctica Paulista (Brazil), The White House (Communications Agency and the Military Office), Mount Carmel Health, Marriott Corporation, Hoechst-Roussel Pharmaceuticals Inc., Registry Magic, PanCanadian Petroleum Company (EnCana), Canadian Pacific Leadership Institute, Express Scripts, North Coast Energy, Inc., Johns Hopkins University Health Systems, McKesson Health Corporation, University of Pennsylvania (UCKIZ Economic Development Planning), IDS Scheer (North America), The Philadelphia Singers, Shell Canada Limited, Scotford Refinery, Johns Hopkins Hospital, Altech (UEC Multimedia manufacture and service provision of satellite and terrestrial digital set-top decoders) South Africa.

    Professor John Pourdehnad is a Member of the Editorial Board, Systems Research and Behavioral Science Journal, a John Wiley Publication and Member of the Academy of Management and journal of “Problems of Governance,” Tomsk State University, Russia, and an honorary member of the Society for Organizational Excellence.

  • Internal markets : bringing the power of free enterprise inside your organization. With William E. Halal and Ali Geranmayeh. Foreword by Russell L. Ackoff. New York : Wiley, 1993.

    “Unlearning/Learning Organizations – The Role of Mindset”. With Bruce Warren, Maureen Wright and John Mairano. In: Proceedings of the 50th Annual Meeting of the International Society for the Systems Sciences. ISSS 2006 Papers, Sonoma State University, Sonoma, CA

    “Systems & Design Thinking: A Conceptual Framework for Their Integration” (with Erica R. Wexler, and Dennis V. Wilson), Organizational Dynamics Working Papers, Working Paper #11-03 and Proceedings of the 55th Annual Meeting of the International Society for the Systems Sciences 2011

    “Sustainability, organizational learning, and lessons learned from aviation” (with Peter A.C. Smith), Learning Organization, 2012, The, Vol. 19 Iss: 1, pp. 77 – 86

    “Translational Consulting,” Ongoing Discussion “thought Piece,” Pratt & Whitney Rocketdyne’s InThinking Network, September 2012,

    “Feedback, Social Systems, and Design Thinking – A Practical Implication,” (with Habib Sedehi, Inam Ur-Rahman), American Society of Science and Engineering, Volume 2, 2014,

    “Rethinking Executive Education: A Program for Responding to Sudden Disruptions Caused by Dynamic Complexity,” (with Larry M. Starr), December 2014,