A Learning-Based Approach to Organizational Change: Five Case Studies of Guided Change Initiatives
A LEARNING-BASED APPROACH TO ORGANIZATIONAL CHANGE:
FIVE CASE STUDIES OF GUIDED CHANGE INITIATIVES
EXECUTIVE SUMMARY Five successful examples of a learning-based approach to organizational change were studied in order to identify some key success factors. All five change initiatives, in major manufacturing corporations, were guided and supported through the MIT Center for Organizational Learning . Following the change there were dramatic improvements in business results . This article examines several factors that made these change initiatives successful.
One central finding is that the goals for a successful learning-based change initiative are typically formulated in a way that combines two crucial elements: 1) meeting a critical business need, through 2) making fundamental process improvements. In each case there is a different solution to the seemingly-contradictory demands of work and learning, short-run business results and long-run process improvement.
An important role is played by a "core learning team", a reflective leadership group that develops collaboratively a shared vision and strategy for the initiative which combines the two key elements in a way that works for the setting. The learning-based initiative is viewed as a living system that typically progresses through three phases, centered around the pilot project.
A LEARNING-BASED APPROACH TO ORGANIZATIONAL CHANGE:
FIVE CASE STUDIES OF GUIDED CHANGE INITIATIVES
INTRODUCTION
By the end of the 1990's "the learning organization" and the concept of "organizational learning" had become indispensable core ideas for managers, consultants and researchers. For any business or organization, it is understood, the ability to learn better and faster than its competitors is an essential core competency. Here we shall look closely at how five businesses successfully changed to become more like learning organizations, responding more creatively and effectively to the problems
FIVE CASE STUDIES OF GUIDED CHANGE INITIATIVES
EXECUTIVE SUMMARY Five successful examples of a learning-based approach to organizational change were studied in order to identify some key success factors. All five change initiatives, in major manufacturing corporations, were guided and supported through the MIT Center for Organizational Learning . Following the change there were dramatic improvements in business results . This article examines several factors that made these change initiatives successful.
One central finding is that the goals for a successful learning-based change initiative are typically formulated in a way that combines two crucial elements: 1) meeting a critical business need, through 2) making fundamental process improvements. In each case there is a different solution to the seemingly-contradictory demands of work and learning, short-run business results and long-run process improvement.
An important role is played by a "core learning team", a reflective leadership group that develops collaboratively a shared vision and strategy for the initiative which combines the two key elements in a way that works for the setting. The learning-based initiative is viewed as a living system that typically progresses through three phases, centered around the pilot project.
A LEARNING-BASED APPROACH TO ORGANIZATIONAL CHANGE:
FIVE CASE STUDIES OF GUIDED CHANGE INITIATIVES
INTRODUCTION
By the end of the 1990's "the learning organization" and the concept of "organizational learning" had become indispensable core ideas for managers, consultants and researchers. For any business or organization, it is understood, the ability to learn better and faster than its competitors is an essential core competency. Here we shall look closely at how five businesses successfully changed to become more like learning organizations, responding more creatively and effectively to the problems