orglearn.org

What do learning organizations look like?

‘Management encourages a culture of exploration and risk taking and seeks ways to expose staff to new ideas and perspectives’; ‘A market action oriented philosophy drives company leaders and staff and there is a shared belief that he only reason a company has to exist is to serve a customer’; ‘They hire for all levels from outside the organization and will often use outside consultants to bring a new perspective’; ‘Management actively promote job rotation and project teams to develop individuals and encourage active networking and collaboration with outsiders’; ‘They allow mistakes as part of learning (without recrimination) and they often openly reward healthy rule breaking and policy defiance’; ‘Individual’s knowledge sharing is promoted and rewarded and free access to information is provided across all levels’.

KEY ISSUE: Some years ago (when I was a little ‘aussie’ financier), I was sent, to a five-week, live-in, management-training programme. On my return to work I had gained some insights on how to improve my area of responsibility. When I attempted to implement the changes the boss’s reaction was, ‘the way we are doing things now is just fine, we all feel like that after ‘the course’, you’ll get over it in a few weeks, just get on with the job’. (Now how entrepreneurial was that?)

KEY ISSUE: Many equate training people with being a learning organization. Training people is imperative however the new skills and knowledge gained from the training must lead to a change in how the organization operates. A change in the organization’s behaviour and implementation of new ways of doing things based on what has been learned (and shared) is the only true sign that you really are a learning organization.

IS YOUR ‘TRADITIONAL COMPANY’ GOING THE WAY OF THE AUSTRALIAN FINANCE INDUSTRY… (IT NO LONGER EXISTS)?

At the risk of labouring the point however it is important here is a definition of an entrepreneurial organization from:

1000ventures.com/business_guide/mgmt_inex_entreorg.html (interesting page actually worth a read) 

“Entrepreneurial organization is any organization that meets these two criteria:

It is structured so that its members are given the information and tools necessary to allow each to pursue solutions and take advantage of opportunities at their level, based on the stated objectives of the organization.

An atmosphere exists that encourages individual initiative, and mistakes and failures that occur in the process of taking initiative are actually viewed as progress in the personal and organizational quest for excellence.”

NB: Adapted in part from Mitch McCrimmon’s book  ‘Unleash the Entrepreneur Within’

Time to do the resume and find somewhere a little more entrepreneurial: blank resume template with examples blank resume template with examples

…and of course you must learn your planning!

Entrepreneurs are active continuous learners

If we are to capitalise on future business opportunities we need as entrepreneurial leaders to be ‘entrepreneurial learners’!!! The old think, decide, act and asses (or plan, do, assess and adjust) single loop corporate learning cycles advocated in the past are no longer appropriate in modern learning organizations or for the managers/owner that work in them. The problem is that in the fast moving business climate of today too much time thinking and planning will mean short term windows of opportunity for new business will be gone (taken by others) before we have a chance implement our activities.

In addition to a change in the traditional learning model to be true entrepreneurial learners the time in which the cycle takes place needs to be much more rapid and based on trying new ways of doing things regardless of ‘right or wrong’ outcomes. The ‘6P’, PROPER PLANNING PREVENTS PISS POOR PERFORMANCE advocates and the idiot who said ‘DO IT RIGHT THE FIRST TIME’ at this stage would be calling for my head.

Learning Facts.

All learning takes place outside our comfort zone; Entrepreneurial learning is primarily experiential; Entrepreneurial learning means taking a risk; Learning is severely hampered by our paradigms; We can too easily become victims of our own past success; The rational learning model (traditional) expects us to decide if we like a new type of food without first tasting it; Truth is merely a perspective of reality; Reality is what we need to learn.

DECISIONS NEED TO BE REALITY BASED NOT TRUTH DRIVEN!

AT YOUR PLACE, DO YOU OR YOUR MANAGERS CONFIRM THE OLD PARADIGM’S TRUTH… OR REPORT (AND LEARN FROM) THE CURRENT REALITY?

A major key to being entrepreneurial is how we learn.
Traditional Learning (SINGLE LOOP)
Scanning, Sensing, Planning (THINK) >>> then >>>
Comparison to norms (DECIDE) >>> then >>>
Initiate action (ACT) >>> then >>>
Adjust (GET FEEDBACK) >>> then >>>
The process restarts with Scanning, Sensing, Planning (THINK) and so on.

Due to the ‘need for experimentation and speed’, entrepreneurial activity means less planning and more doing. The traditional learning model is no longer appropriate or effective.

Entrepreneurial Learning (EXPERIENTIAL-DOUBLE LOOP-ADJUSTED)
Scanning, Sensing, Acting (ACT) >>> then >>>
Reflect on what happened (FEEDBACK) >>> then >>>
Compare to norms (THINK QUICKLY), plus
2nd loop Question the norms (THINK QUICKLY) >>> then >>>
Adjust (DECIDE) and the process continues with,
Scanning, Sensing, Acting (ACT) and so on.

ARE OUR KEY PLAYERS LEARNING FROM MARKET REALITIES OR ARE THEY STILL DOING FIVE YEAR PLANS BASED ON AN IRRELEVENT PAST…

If you want to be part of a vibrant future and you work for a company that doesn’t employ a continuous planning (and learning) process perhaps it time to start looking for another job… free blank resume template

THE DIFFERENCE BETWEEN MANAGERS AND ENTREPRENEURS

With the stresses of modern organizational life, rapidly changing markets, more fleeting opportunities plus the vagaries the world economy (at the time of posting this article), organizations more than ever need managers that can be more entrepreneurial in their approach to business.

The chief executive of a global leader in the telecommunications industry for whom I conducted training, in the not too distant past stated that “the most successful division in their organisation achieved its outstanding results because it’s ‘managers’ took an ‘entrepreneurial’ approach to business”. He went on to say that “all divisions of the organization would need to become more entrepreneurial if their organisation was to survive, let alone remain a leader”.

One author of a book on entrepreneurship goes so far as to predict that mangers will all but disappear from organisations and be replaced by ‘leaders’ that are able to manage ever-increasing rates of change and be nimble enough to capture fleeting market opportunities.

Corporate Japan’s well publicised (and apparently continuing) troubles are thought buy many analysts to be the result of the fact that no further productivity increases can be found in what are already highly efficient production processes. Future productivity increases will only be achieved if Japan is able to find and grasp new and different opportunities rather than continue to do the ‘same things’ better. Japanese managers, to be honest, are not renowned for their creativity and willingness to change. Take a look at Japan’s banking industry and you will know what I mean.

If, as the growing evidence suggests, we all need more entrepreneurial ‘managers’, how many of these key players in the future success of our organisation understand what an entrepreneur is, let alone, know how to be entrepreneurial in their approach to work. Try this at your next management meeting, ask your managers to write down a definition of an entrepreneur, then (if my past experience is any guide) you will need to resist the temptation to leap out the nearest window.

The traditional view of managers is that a manager’s role is to manipulate “what is”, “things” and “information” to produce a result that is clearly specifiable in advance. As a contrast entrepreneurs try to create “what isn’t” by a lot of guesswork, improvisation and learning from mistakes. (Mitch McCrimmon).

To look a little more closely at the differences lets define ENTREPRENEURIAL FUNCTIONS

Organizational learning; Knowledge leadership; Creative ‘resourcing’; Providing flexible structures; Innovation; Visioning; Teamwork and Stimulating diversity.

Perhaps successful organizations of the future will need to employ managers that can embrace an ENTREPRENEURIAL CULTURE AND VALUES and who can, or will:

Provide an atmosphere that promotes continual experimentation.

Tolerate loose organisational structures and behaviour.

Willingly hand over decision making to those with expertise in their field.

Help risk takers and encourage those who fail as much as they celebrate those who win.

See networking as more important than traditional lines of authority. Promote multi directional communication that crosses all responsibility levels.

Allow leadership to change as situation demands in line with expertise required at any point.

Easily change direction in response to market, technological or political influences.

Constantly interact with customers, suppliers, and colleagues, in fact the total environment.

…and Seek feedback from all experiences and sources and be highly responsive to new conditions/situations.

Perhaps it is time to ask yourself this question: IS YOUR ORGANIZATION READY FOR A FUTURE IN THE MODERN BUSINESS CLIMATE WHERE WE ALL (IF THE PUNDITS ARE RIGHT), NEED TO BE MORE ENTREPRENEURIAL?

Many people have only a vague or generalized idea of what an entrepreneur is or does, so WHAT IS AN ENTREPRENEUR?

DEFINITION OF AN ENTREPRENEUR

Someone with the ability and willingness to introduce NEW products or services, THAT SELL, to a market where those products or services where previously either unavailable or not desired. Obviously the emphasis is on doing something new in the market place. To stimulate the creative, risk-taking behaviour required for success in the future should be the primary role for us all if we are going to lead a successful organization into the future.

CHARACTERISTICS OF AN ENTREPRENEUR

Risk taker that can live with uncertainty; Adaptable to change and able to improvise; Can see how new innovations satisfy a market; Interested in effectiveness rather than efficiency; Either creative him/herself or able to utilise those who are; Has a desire to lead in his/her area of operation or market; A continuous learner willing to make and or tolerate mistakes; Flexible, willing to change direction as the circumstances dictate; Self possessed of a sense of urgency and stimulates that sense in others; Recognises his/her shortcomings and empowers others who compensate.

TAKE A LOOK AT YOUR MANAGERS… IS IT OUCH?!

If you happen to be looking for a new position, “an entrepreneurial manager”… are perhaps good words to include in your resume?

SO WHAT IS AN ENTREPRENEURIAL MANAGER? CAN YOU FULFILL THE ROLE AND OR DO YOU NEED THEM AT YOUR PLACE AT ALL… ?

Ps if your seeking employment perhaps you need to find a way to put “entrepreneurial” in your resume, www.orglearn.org blank resume