John Hagel – Redesigning the workplace to accelerate learning

I think they’re still in a very early stage of how you do this particularly around the learning and performance improvement. One of the research efforts we’re about to launch is, if you really took talent development, learning is your highest priority as a company and recognized that the most valuable learning is not in training programs; which are less and less effective, but in the day to day work that the workers do on the job. How would you redesign the workplace to accelerate learning, to accelerate talent development? And I think, we have not yet done the research, but our hypothesis is there are different kinds of environments for different kinds of tasks in learning. It’s a very different process if you’re trying to develop a new product and come up with new levels of performance in the product versus if you’re trying to develop tighter deeper relationships with customers and learning about their needs and trying to find ways to be more helpful to them. I suspect there will different ways for collaboration.

Another example of the differences is when most companies talk about collaboration today, it tends to be in the context of reasonably long term efforts. You put together a team for 6 to 12 months and they have to work together to accomplish a particular new innovation or a task, and that’s one form of collaboration. There’s another form which actually I think is as important if not more, which is what we call “exception handling” and it goes back to the example of problems that emerge on a day to day basis that are exceptions to the policies and procedures that the company has and they need to get resolved in a much shorter timeframe. You don’t have 6 to 12 months to resolve these exceptions; you have 12 to 24 hours. And in that timeframe you have to find other people, typically it’s not something that you can resolve on your own. You need to connect to other people. You need to get access to relevant data, relevant analytics tools and do that all in a very short period of time, so that’s a different type of collaboration, and learning, and performance improvement then the more long term efforts where you have time to build up a team and really come up with a different set of practices that can support that.

Other Videos

John Hagel - The need for instilling passion

John Hagel - The need for instilling passion

From my point of view, instilling passion in companies is one of the biggest challenges and opportunities. We’ve done a lot of research around passion and from our perspective passion becomes important not just for the kind of human potential dimensions, but focusing on just business performance if you want performance in your business and in an environment where we have increasing pressure, I think all of us need performance and a rapidly improving performance. And from our research at[...]
John Hagel - Passion seems to provide a focusing device

John Hagel - Passion seems to provide a focusing device

It’s certainly a huge challenge the issue of how do we handle all the information and knowledge of what’s available increasing through the internet and other mechanisms. I think that this whole discussion of filters at one level gives me some discomfort because I think the temptation is that we filter for things we are used to, comfortable with, looking for and the risk with filters is that we filter out information, people, knowledge that may not, at first glance[...]
John Hagel - The balance between competition and collaboration

John Hagel - The balance between competition and collaboration

I love paradoxes. I’m glad that you keep bringing up paradoxes. I think it’s a very important paradox and actually from my view we never get performance and improvement without a combination of collaboration and competition, or it’s very hard to sustain that kind of performance improvement; that you need a balance between the two in order to drive rapid and sustained performance improvement. One of the areas that we spend a lot of time investigating in this context is[...]
John Hagel - Moving fom knowledge stocks to knowledge flows

John Hagel - Moving fom knowledge stocks to knowledge flows

The biggest challenge is something that I’ve written about which is this notion of moving from a mindset and approach that focuses on knowledge stocks to knowledge flows. Most companies today believe, and with some justification since many large companies have succeeded enormously, that the best way to create value is to develop proprietary knowledge and protect that knowledge from access from other people and deliver efficiently the value of that knowledge into the marketplace. That, I suppose for the company[...]

Comments over the web

Loading Facebook Comments ...

Leave a Reply

Your email address will not be published. Required fields are marked *