Lets start with the first key concept of building a true learning organization:
Each member of the organization holds herself personally accountable for continual improvement and adaptation. The learning curve starts from your own employees. If each and every member of the organisation holds himself/herself accountable for continual improvement and adaptation, the organisation doesn’t need much heirarchy and become a more lean organisation. This can reduce the processing time and in turn get more and more satisfied customers, which is the ultimate object of all the organisations.
It lays the framework by which you bind your team together around a shared vision. If you can successfully lead your team to becoming a learning organization, you will be well positioned for anything the future may hold, so it is the best place to start.
The main step to become a learning organisation is to start Listening. You must be confused, whom should we listen? The answer is – your customers. Lets say for example, If you are in a service industry, your objective is to cater to a customer’s needs or problems. No matter which company you are or what expertise you have, the main objective is to find the problems faced by these customers and cater to them by providing the solutons. In order to provide these solutions you have to know what the problem is, and for that you need to listen to the customers.
In the article it says, how Jim wants its IT department to really hear what they need, what drives them and how they want to use technology to better serve their customers. He explains with everything being outsourced and IT trying to cut their costs, it’s getting harder to communicate with them. When things get ‘lost in translation,’ it makes it harder for us to do our job. We want someone that understands what our associates and customers go through.
The key takeaway, I would say is to learn to adapt and improve everyday. No matter where you go or what profession you are in, It is really very important to keep learning new things. I would explain this with an Example of Nokia.
Nokia was the largest mobile phone manufacturing company in the world with more than 50% market share in 2007. In the next six years the market share was reduced to 3.1%. Just imagine the downfall. What need Nokia do wrong? Where did it fail?
The answer is, the company failed to adapt the new technology. It refused to change its business model according to changing customer need,s thinking the company was bigger than its customers. Remember, no company is bigger than its customers. Its the custommers that make a company successful or unsuccessful. If you want to know more about Nokia and its downfall, you can read articles online.