Lifelong Learning – the Only Way to Stay on Top
A commitment to continue learning needs to come from the top in today’s business, and from there it needs to spread through the entire firm. Learning has to be an integral element of the company culture.
People are the most valuable asset – and their development has absolute priority. Who would not agree?
Nevertheless, across all industries, there is a tendency to forget that the methods and dimensions of learning and development have changed significantly.
The motivational drivers behind most corporations are frequently dominated purely by results. Currently, less than one in ten company cultures allow learning and development to take center stage and the long-term effects of neglecting such issues should not be underestimated. It is widely understood, that there are inherent challenges to adopting and fostering organisational learning from a cultural standpoint, which can be navigated by definition and communication, consistent rein- forcement and the encouragement of creativity, whereby hurdles can be jumped and new interdisciplinary models of cooperation are found.
Team diversity is usually embraced and celebrated within those companies that welcome the benefits of a strong learning culture.
With the current climate of unpredictability, technological innovation, increased competition and modified consumer behavior, the reduced life expectancy of new and existing companies is a sobering matter that should be ringing many alarm bells. Whilst disruption and change have plagued the business world for centuries, the speed, complexity and global nature of the current revolution we face has caught many off guard. In recent years, artificial intelligence has been quietly and stealthily re- placing the need for people, therefore alongside accepting and implementing these valuable new technologies, it remains imperative to ensure that key decisions are taken by those with an understanding of handling, managing and interpreting these new tools.
From the top
The nature of learning in today’s business needs to come from the top, where it should be nurtured to spread throughout the entire firm. An easy mistake to make is to believe that state-of-the-art leadership training and people development tools can work independently. Learning has to be an integral element of the company culture, therefore it needs to be incorporated at the top and promoted throughout the entire organization.
The role of an executive is consequently changing as quickly as new technology is becoming available. Leaders across all key functions will be required to demonstrate the ability to foster collaboration, show empathy and connect the dots provided by the newly available tools. Only an executive who sees the competitive advantages of installing a continuous learning culture will manage to open eyes, as well as doors, with increased agility and the accompanying profitability that follows.
Leaders must adapt quickly to such multifaceted requirements of running their companies. Key factors for success have to be updated from merely relying on long-term experience, to a more profound understanding of what an organisation can learn from one day to the next. Fast learners need to be identified and positioned in influencing roles. Based on C-level support, these learning leaders can make the case for a roll out throughout the organization. Taking advantage of top performers to accelerate the transition towards a learning culture can have both an informal, motivational impact, as well as being set up as a performance & training concept and tracking tool.
It goes without saying that this journey is not without challenges. However, global trends dictate that we prepare for and embrace such action now.
A learning culture should pro- vide and utilise an environment that encourages exploration, openness and creativity, where people spark ideas and explore alternative solutions, feeling inspired and empowered to experiment and fail. For a company to achieve longevity in the future will require a forward thinking dynamism, with a sense of optimism and possibility.
The task for any leadership team is to find a balance between the need to satisfy investor’s expectations and the means with which to permanently reshape and reorient the business. This means ambidexterity in seizing the right moment to accelerate, change gear or maintain the current course.
In addition to facing global trends and actively pursuing competitive advantages, a learning organisation will simultaneously become an attractive place of work for current and prospective employees, thereby enhancing its brand.