Learning and understanding is multidimensional, dynamic, interactive, informal and integrated.
If your organization is going to survive through change, it would better be a listening and learning organization. If not, its growing horizon will not be high enough; so growth loses its steam and businesses possibly become irrelevant gradually.
Organizational learning agility is an important trait to keep the business competitive and improve its maturity: Today’s organization is an organic living thing thriving in the expanded business ecosystem. Improving business agility in this regard means that organizations can connect the dots freely across the business ecosystem. There is no single initiative or program that will suffice to raise the plasticity of a company, business functions or individuals. A mind with learning plasticity is able to absorb all necessary knowledge and adjust its thinking processes according to changes in its environment, for solving problems innovatively.
Organizations need to integrate their success factors such as people, process, technology into learning plasticity and differentiated competencies, develop creativity and accelerate innovation. From a workforce management perspective, growth mindset and learning agility are not “nice to have,” but must have professional quality.
Business capability cannot be transferred because of the degree of organizational learning, unique culture ingredients, and organization that goes with it: Business leaders should make an objective assessment of their organization’s learning agility and develop a highly effective learning framework with all important components to build the organizational learning competency proactively.
The emerging digital technologies such as social platforms provide a flexible way to learn, share and collaborate. The digital tools and apps make learning more cost-effective and interactive. If resource management becomes a bottleneck for organizational learning, companies across the vertical sectors stagnate.
Alignment and assignment are important steps for organizations to learn, grow, and improve promptly: Learning is a process so the learning styles can be rationalized, and at the business level, learning competency directly impacts the top line business growth and the strategic business competencies such as change and innovation. Seamless resource alignment and knowledge management are important to improve organizational learning agile.
People focus on the learning opportunities offered by assignment, rather than on the status quo that goes with them. A focus on learning and development reduces attrition and has great quantitative ROIs. High level of organizational learning agility relates to high response in recognizing and addressing system constraints, unleashing business potential.
Learning and understanding is multidimensional, dynamic, interactive, informal and integrated. Organizations and their people must learn through their interactions with the business environment, ride learning curves to get into actions in creative and productive ways that educate, support, and celebrate every critical step of the business transformation journey.
Organizational learning agility is an important trait to keep the business competitive and improve its maturity: Today’s organization is an organic living thing thriving in the expanded business ecosystem. Improving business agility in this regard means that organizations can connect the dots freely across the business ecosystem. There is no single initiative or program that will suffice to raise the plasticity of a company, business functions or individuals. A mind with learning plasticity is able to absorb all necessary knowledge and adjust its thinking processes according to changes in its environment, for solving problems innovatively.
Organizations need to integrate their success factors such as people, process, technology into learning plasticity and differentiated competencies, develop creativity and accelerate innovation. From a workforce management perspective, growth mindset and learning agility are not “nice to have,” but must have professional quality.
Business capability cannot be transferred because of the degree of organizational learning, unique culture ingredients, and organization that goes with it: Business leaders should make an objective assessment of their organization’s learning agility and develop a highly effective learning framework with all important components to build the organizational learning competency proactively.
The emerging digital technologies such as social platforms provide a flexible way to learn, share and collaborate. The digital tools and apps make learning more cost-effective and interactive. If resource management becomes a bottleneck for organizational learning, companies across the vertical sectors stagnate.
Alignment and assignment are important steps for organizations to learn, grow, and improve promptly: Learning is a process so the learning styles can be rationalized, and at the business level, learning competency directly impacts the top line business growth and the strategic business competencies such as change and innovation. Seamless resource alignment and knowledge management are important to improve organizational learning agile.
People focus on the learning opportunities offered by assignment, rather than on the status quo that goes with them. A focus on learning and development reduces attrition and has great quantitative ROIs. High level of organizational learning agility relates to high response in recognizing and addressing system constraints, unleashing business potential.
Learning and understanding is multidimensional, dynamic, interactive, informal and integrated. Organizations and their people must learn through their interactions with the business environment, ride learning curves to get into actions in creative and productive ways that educate, support, and celebrate every critical step of the business transformation journey.
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