This document discusses building a learning organization. It provides examples of companies that have established learning organizations, including VinGroup and FPT Corporation. It outlines key aspects of learning organizations such as encouraging all employees to learn 100 hours per year, establishing corporate universities, and having all managers teach. The document also discusses challenges of learning organizations and provides steps to build them, including focusing on individual, team, and organizational learning. It describes techniques like communities of practice, knowledge management systems, and retrospective reviews. Overall, the document advocates that establishing a culture of continuous learning across all levels is the ultimate competitive advantage for organizations.
2. Who knew the term
‘Learning Organization’
before?
3. • Setting new standards in all segments it enters
• Speed and (not or) quality
• VinGroup Learning Organization:
• All employees must learn(~100hrs/year)
• All managers must teach (1hr/week)
• ‘Forever Entrepreneurship'
4. FPT Corporation: Year of Learning (2015)
• Constructivism
• MOOC
• Learning Organization
2015 - YEAR OF LEARNING
Constructivism
Lean Startup
MOOC
• Establish FPT Corporate University
• Bring MOOC to all: minimum 1 course/year
• All managers must learn or teach
• Mentor-Mentee Program
• ‘Genghis Khan’ policy to encourage entrepreneurship
Mr. Truong Gia Binh, Chairman ofFPT,in his pubic seminar TGB on Leadership
Photo: Chungta.vn
Learning Organization
7. "The rate at which organization and individual
learning may well become the only sustainable
competitive advantage”
- Ray Stata, Analog Devices
8. “Learning Organization: Where people continually expand their
capacity to create the results they truly desire,
where new and expansive patterns of thinking are nurtured,
where collective aspiration is set free,
and where people are continually learning to see the whole
together.” - P. Senge
What is “learning organization”?
“A learning organization isan organization skilled at creating, acquiring and
transferring knowledge, and at modifying its behavior to reflect new knowledge
and insights”. – D. Garvin
10. Why Learning Organization is hard?
1. The concept is too abstract
2. Targeting mostly at executive level
3. Fixed Mindset
4. Too busy to improve anything
5. Overreliance on past performance
6. Lacking of practical practices & tools
12. Individual Learning
• Corporate-Led Training Program
• Self-directedLearning
• Utilizing MOOC/OnlineLearning
• Accessible
• Self-paced
• Personalized
• Cost-effective
• Policy: “All staffs must learn”
13. react-text: 128 Dr. Barbara Oakley /react-text react-text: 129
, Professor of Engineering /react-text
Industrial & Systems Engineering, Oakland University
LEARNING
HOW TO LEARN
https://www.coursera.org/learn/learning-how-to-learn
on• Planning to learn
• Reading
• Asking questions
• Searching and evaluating information
• Taking note and organizing information
• How to develop mastery
• Illusions of learning, memory techniques,
dealing with procrastination
• How to evaluate learning
1.4M+ learners
in 14 languages
(including Vietnamese)
Dr. Barbara, Professor of Engineering
Industrial & Systems Engineering, Oakland University
Terrence Sejnowski, Francis Crick Professor
at the Salk Institute for Biological Studies
Computational Neurobiology Laboratory
14. Developing Mastery
• One of key motivation factors
(Pink)
• One of 5 disciplinesof LO
(Senge)
• Incrementally developed
• Time-consuming
react-text: 128 Dr. Barbara Oakley /react-text react-text:
129 , Professor of Engineering /react-text
Industrial & Systems Engineering, Oakland University
Ignition
Deep
Practice Talent
Coach
D. Coyle: Talent = Deep Practice + 10 000 hrs
Dreyfus model of skill acquisition
15. Learning in Organizations is Experiential
Experience
Reflection
Conceptualization
Experimentation
Experiential Learning, D. Kolb
16. Team Learning
• Dialog/Debate
• Pairing/Coaching
• Group Work
• Apprenticeship
• Retrospectives
• After-Action Reviews
react-text: 128 Dr. Barbara Oakley /react-text react-text: 129
, Professor of Engineering /react-text
Industrial & Systems Engineering, Oakland University
PLAN EXECUTE REVIEW
RETROSPECT
Requirement Taskboard
Improvements
SCRUM HABIT
THAT FOSTERS LEARNING
1. What did we set out to do?
2. What actually happened?
3. Why did it happen?
4. What do we do next time?
On habit: people need avg. 66 days to form a habit. Keep trying.
17. Learning at Organization Level
• Systematic Kaizen Programs
• Strategic Training Programs
• Knowlege Management
• Sharing Knowledge
Environment
• Online: KMS, Social Groups
• Offline: Seminars, Conferences,
Workshops…
• Community of Practices
• Tips:
• Developmodular,reusable
learning content
• CareerDevelopmentPlan
• New Roles
• Instructor
• Coach
• Mentor
• Knowledge Manager
• LearningCoordinator
19. Learning Organization Building Blocks
Environment
• Psychological safety
• Appreciation of
differences
• Openness to new ideas
• Time for reflection
Platform
• Processes
• Practices
• Policy
• Structure
• Tools
Leadership
• Vision
• Dialogue and debate
• Learning and mastery
encouragement
• Commitment
• Leaders learn first
20. Learning Organization
Survey
• Developed by Prof. David
Garvin at Harvard
• For self-checkand reflection
• A benchmark tool
• Used at groups & organization
level
http://los.hbs.edu/
21. Knowledge Leaders
• Create and maintain shared vision
• Active learners
• Teach, mentor & coach others
• Foster learning and knowledge creation
in others
• Acknowledgeand test mental models
• Engage in systems thinking
• ‘Wise leaders’
22. “Our behavior is driven by a fundamental core belief:
the desire, and the ability, of an organization to
continuously learn from any source, anywhere; and
to rapidly convert this learning into action is its ultimate
competitive advantage.”
Jack Welch, GE CEO
24. References
• Coyle, Daniel. The talent code:Greatness isn't born,it's grown. Random
House, 2010.
• Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is yours a
learning organization?." Harvard business review 86.3 (2008): 109.
• Marquardt, Michael J. Building the learning organization. New York,
NY: McGraw-Hill Companies, 1996.
• Nonaka, Ikujiro, et al. Managingflow. Palgrave Macmillan, 2008.
• Senge, Peter M. The fifth discipline fieldbook:Strategiesand tools for
building a learning organization. Crown Business, 2014. (Kindle
version)