Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

Excerpt

[The ability to learn faster than your competitors may be the only sustainable advantage.]

ARIE DEGEUS

Why Become a Learning Organization?

Every time employees leave your organization, they take with them critical knowledge that you may never be able to replace. With every resignation or termination, every retirement, every transfer, valuable slices of your wealth, your knowledge capital, are lost, and your ability to succeed suffers as a result.

In the past, wealth and success were tied to an ability to make and move hard goods. Employees were simply there to support the process. But we are in a new era of wealth creation. No longer is success tied only to the development and distribution of physical products. The determinant of success in this economy is more abstract than that. You can't hold it in your hands, heft its weight, run it through your fingers.

Today, the driving force behind the creation of wealth—and the only thing that guarantees success—is knowledge and the ability to move information. Regardless of your industry—whether you manufacture goods or sell ideas—the speed and agility with which you acquire and disseminate skills, knowledge, and information will determine your competitive advantage.

To succeed in a knowledge-driven economy, not only do you need to gather and share new corporate data, you need to capture the infor-

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