building a learning organization

BUILDING A LEARNING ORGANIZATION

DUONG Trong Tan, Agilead

Who knew the term‘Learning Organization’before?

• 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'

FPT Corporation: Year of Learning (2015)

• Constructivism• MOOC• Learning Organization

2015 - YEAR OF LEARNING

ConstructivismLean 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 of FPT, in his pubic seminar TGB on LeadershipPhoto: Chungta.vn

Learning Organization

Corporate Universities Everywhere

Learning is at the core of many start-ups

Lean Startup

"The rate at which organization and individual

learning may well become the only sustainable

competitive advantage”

- Ray Stata, Analog Devices

“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 is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights”. – D. Garvin

Is your organization a‘Learning Organization’?

Why Learning Organization is hard?

1. The concept is too abstract2. 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

Building a learning organization, step-by-step

Individual Team Organization

Individual Learning

• Corporate-Led Training Program• Self-directed Learning

• Utilizing MOOC/Online Learning• Accessible• Self-paced• Personalized• Cost-effective

• Policy: “All staffs must learn”

react-text:128Dr.BarbaraOakley/react-textreact-text:129,ProfessorofEngineering /react-textIndustrial&SystemsEngineering, OaklandUniversity

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+ learnersin 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

Developing Mastery

• One of key motivation factors (Pink)

• One of 5 disciplines of LO (Senge)

• Incrementally developed

• Time-consuming


IgnitionDeep

Practice Talent

Coach

D.Coyle:Talent=DeepPractice+10000hrs

Dreyfusmodelofskillacquisition

Learning in Organizations is Experiential

Experience

Reflection

Conceptualization

Experimentation

ExperientialLearning,D.Kolb

Team Learning

• Dialog/Debate• Pairing/Coaching• Group Work• Apprenticeship• Retrospectives• After-Action Reviews


PLAN EXECUTE REVIEW

RETROSPECTRequirement Taskboard

Improvements

SCRUM HABITTHAT 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.

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:• Develop modular, reusable

learning content• Career Development Plan

• New Roles• Instructor• Coach • Mentor• Knowledge Manager• Learning Coordinator

Putting Togetther:THE SECI MODEL

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

Learning Organization Survey• Developed by Prof. David

Garvin at Harvard• For self-check and reflection• A benchmark tool• Used at groups & organization

level

http://los.hbs.edu/

Knowledge Leaders

• Create and maintain shared vision• Active learners• Teach, mentor & coach others• Foster learning and knowledge creation

in others• Acknowledge and test mental models

• Engage in systems thinking

• ‘Wise leaders’

“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

Thank you!

www.hocvienagile.com

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. Managing flow. Palgrave Macmillan, 2008.• Senge, Peter M. The fifth discipline fieldbook: Strategies and tools for

building a learning organization. Crown Business, 2014. (Kindle version)