Enterprise’s Learning Capability

Learning agility is the willingness and ability to learn, de-learn and relearn. Limitations on learning are barriers invented by humans. 

Information explosion is one of the most important characteristics of the digital era, although DIKW continuum (Data – Information – Knowledge – Wisdom) is human artifacts since the 17th century where modern scientific mindset began to evolve. In the digital age, the knowledge life cycle is significantly shortened now, the digital workforce today has to ‘de-learn’ and ‘re-learn’ all the time, and a collective learning capability is a strategic imperative for the company’s long-term success.

Human brains organize energy systematically and this has enormous implications for knowledge management. Knowledge is the manifestation of brain energy as it is carried, transformed and stored by the interneuron superstructure of the brain. The complexity of knowledge lies in what we know, and it has to do with the fact that we have the potential to interconnect and program up to 600 billion neurons. In addition, interneurons themselves connect in a number of ways. If we know the system, we can create a structure for knowledge management that allows us to measure it qualitatively as well as quantitatively - the natural structure of knowledge.

 Learning is a process and everyone has an enormous capacity to learn. Limitations on learning are barriers invented by humans. Learning cycles assume that learning is a process, so the learning styles can be rationalized. Learning taxonomies try to explain the levels of learning and identify the domains/types of learning, as learning is multidimensional, dynamic, interactive and integrated. Learning becomes knowledge building and we can define learning through the knowledge it builds, there are knowledge styles reflective of the types of knowledge we build. 

Learning agility is the willingness and ability to learn, de-learn and relearn, and then apply those lessons to succeed in new situations. People who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, and get jobs done resourcefully. They see unique patterns and make fresh connections that others overlook, a thoughtful & systematic knowledge management solution needs to explore the breadth and depth of knowledge, its prospects and practice to improve the collective learning capability in the organization to evolve working with knowledge and make a strategy with foresight.

Organizations can work toward a knowledge ecosystem view, which incorporates the virtual aspects of the knowledge system, innovation, and intuitive behavior. It is important to cultivate the learning culture that has awareness and understanding the importance of learning, plus setting a new behavior expectation for active knowledge participants. There is a different level of knowledge system models:

Experiential - Accessing information, exploring resource

Transitional- Analyzing information, refining knowledge; expressing ideas

Transformational –Synthesize knowledge; shaping insight, foresight, and wisdom

Motivational- Garnering Attitude, Gaining Perspective and Planning Strategy

 Knowledge is information that has the potential to generate value. Knowledge workforces change each day, they grow, learn, develop. Even business as a whole does. This is organic change, it is unconscious. People want to grow, develop and learn, in effect, they want to change even though they don't realize it. But it is the organization that stops them. Therefore, knowledge management plays a crucial role. It is the management with knowledge as a focus, involves the use of technologies and processes with the aim of optimizing the value that is generated, and with the goal to improve the organization’s collective learning capabilities.