In any business, there is a surfeit of ideas which can be applied to advance the organisation, but typically if they are not gathered in a methodical fashion, they go by the wayside.
Similarly, there is a stock of tacit workplace knowledge, which, if never translated into action, gets lost as those who hold it leave the organisation or their enthusiasm to share it isn’t encouraged.
Yet it is in the meeting of these ideas and knowledge that lie the seeds for innovation and corporate advantage.
The tools now exist to bring this knowledge out into the open, for it to be shared and to be fashioned into workable learning.
When driven for purpose, and with care, the social conversation within the organisation will become the vehicle by which the company advances to make strategic gains.
The problem is that unless it is given editorial shape and form and directed toward the explicit purposes of advancing the organisation’s learning, it will underperform its potential.
In most instances, it will be completely wasted.
It is extremely hard to concentrate and learn from material that hasn’t been edited with the learner’s needs in mind.
And learning that isn’t rigorously documented and made available, permanently, tagged and indexed for searching and reference organisation-wide will suffer the same fate.
Strategic learning overcomes these problems because its job is to apply strict editorial processes that make sense of the disparate strands of contribution.
More importantly, it drives the conversation to engage others in its purpose with the explicit mission to accelerate learning.
And in doing so, it provides the opportunity to intervene with additional external materials driven with purpose to stimulate engagement, reflection and discussion on the topics on which the organisation needs most to focus and to learn.
Strategic learning is a dynamic process, whose work is never complete because each leap of insight is exponential and designed to build on the last.
Done well, it will shape what the organisation becomes and who it hires, what they contribute and how it continues to learn.
But, most importantly, it focuses organisations on what they must get right, if they are to achieve the agility repeatedly to outperform their competitors and overcome the challenges of adverse market circumstances.
Similarly, there is a stock of tacit workplace knowledge, which, if never translated into action, gets lost as those who hold it leave the organisation or their enthusiasm to share it isn’t encouraged.
Yet it is in the meeting of these ideas and knowledge that lie the seeds for innovation and corporate advantage.
The tools now exist to bring this knowledge out into the open, for it to be shared and to be fashioned into workable learning.
When driven for purpose, and with care, the social conversation within the organisation will become the vehicle by which the company advances to make strategic gains.
The problem is that unless it is given editorial shape and form and directed toward the explicit purposes of advancing the organisation’s learning, it will underperform its potential.
In most instances, it will be completely wasted.
It is extremely hard to concentrate and learn from material that hasn’t been edited with the learner’s needs in mind.
And learning that isn’t rigorously documented and made available, permanently, tagged and indexed for searching and reference organisation-wide will suffer the same fate.
Strategic learning overcomes these problems because its job is to apply strict editorial processes that make sense of the disparate strands of contribution.
More importantly, it drives the conversation to engage others in its purpose with the explicit mission to accelerate learning.
And in doing so, it provides the opportunity to intervene with additional external materials driven with purpose to stimulate engagement, reflection and discussion on the topics on which the organisation needs most to focus and to learn.
Strategic learning is a dynamic process, whose work is never complete because each leap of insight is exponential and designed to build on the last.
Done well, it will shape what the organisation becomes and who it hires, what they contribute and how it continues to learn.
But, most importantly, it focuses organisations on what they must get right, if they are to achieve the agility repeatedly to outperform their competitors and overcome the challenges of adverse market circumstances.
