Wednesday, February 15, 2017

Closing the Gaps of Enterprise’s Learning Capability

Learning becomes knowledge builder and we can define learning through the information it absorbs and the capability it builds.


Information abundance is one of the most important characteristics of the digital era. Being learning agile becomes one of the most important qualities for today’s digital leaders and professionals due to the abundance of information and shortened knowledge life cycle. In digital leading organizations, the division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking and learning at the operational level, where people do the real work by unifying mind, heart, and hands. At the individual level, learning agility differentiates high potential from mediocre; at the organizational level, learning agility directly impacts on the top line business growth and the strategic capabilities such as change and innovation. So, how to close the gaps for improving the enterprise’s learning capability?  


Closing the gap in learning capability via shifting to the digital management style: In the digital age, the knowledge life cycle is significantly shortened, digital workforce today has to learn and relearn’ all the time, and then apply those lessons to succeed in new situations, and a collective learning capability is a strategic imperative for the company’s long-term success. Learning agility is not only the very quality of digital leaders but also the fundamental requirement for all digital professionals, in order to keep the mind open; make the skills updated and continue to build the dynamic digital capabilities to compete for the future. From a managerial point of view, the 'Command & Control' changes from commanding "What to do, When, How and by Whom (micromanagement)" towards a 'Command & Control' by defining the desired OUTPUTS, but encourage self-management and figure out the alternative and better way to do things, without getting stuck with “we always do things like that” mentality. A collective learning capability is strategic to unleash the collective human potentials and achieve a company’s long-term success.


Closing the gap in learning capability via building the culture of learning to motivate people to learn: 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. Digital learning is also multidimensional, dynamic, interactive, informal and integrated. 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 is not just about the formal education one receives in his/her earlier year anymore, but a lifetime habit and a continuous journey. People who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, and get jobs done resourcefully. Learning becomes knowledge builder and we can define learning through the information it absorbs and the capability it builds. It is important to cultivate the learning culture that has awareness and understanding the importance of learning in order to build a high-innovative and high-mature digital organization.


Closing the gaps in learning capability via managing knowledge effectively: The knowledge is the manifestation of brain energy as it is carried, transformed and stored by the interneuron superstructure of the brain. Human brains organize energy systematically and this has enormous implications for knowledge management in the organization. That said, a thoughtful and 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, refine information, capture insight, win foresight, and gain perspectives, plus setting a new behavior expectation for active knowledge participants. Organizations can work toward a knowledge ecosystem view, that incorporates the virtual aspects of the knowledge system, innovation, and intuitive behaviors. 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 which stops them. Therefore, knowledge management plays a crucial role to build a learning and intelligent organization.


Limitations on learning are barriers set by human themselves, as learning is a continuous process and everyone has an enormous capacity to learn, and never stop learning. From a management perspective, to bridge the learning capability gap, it is imperative to build the culture of learning and improve the knowledge management which involves the use of technologies and processes with the aim of optimizing the value that is generated, and with the goal to improve organization’s collective learning capabilities and ultomate business competency.

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