Learning Journeys and Infrastructure Services: a game changer for effectiveness
Learning Journeys and Infrastructure Services: a game changer for effectiveness
复制标题
学习之旅和基础设施服务：效率的游戏规则改变者
DOI：
--
复制
发表时间：
2018
期刊：
影响因子：
--
通讯作者：
N. Carhart
中科院分区：
文献类型：
--
作者：
R. Deakin;Shaofu Huang;P. Godfrey;Colin A. Taylor;N. Carhart
组织需要能够学习，从而从他们的经验中受益。他们需要有能力对有关流程、人员和环境的信息做出有益的反应，以提高在数字世界中的表现：换句话说，发展他们的企业学习能力。基础设施服务企业可以从这种学习中获益匪浅，因为它们与许多其他组织合作，但在竞争激烈的行业中。他们为最终用途而设计，但往往与用户脱节。释放个人、团队和领导者的学习能力，以适应和改变，将加快业务转型的步伐，为所有利益相关者创造更大的价值。它将把锁定在个人内部的隐性知识转化为企业情报。不这样做的代价可以通过次优业绩和业务失败或相反通过成功的好处来量化。知识越来越多地涉及“流动”和“网络”，而不是“库存”，因此个人和团队如何在“工作”中使用他们的学习能力，从数据中产生可操作的见解，为决策提供信息，是未来至关重要的新能力。数据日益复杂、快速可用和无处不在，需要根据业务目的进行持续的协作解释和响应。这意味着一个重大的思维模式转变，从将知识视为静态，到将数据理解为“原材料”，通过这些材料，知识在业务战略中产生和再产生。学习之旅是一个隐喻，包含四个可衡量的过程：形成身份和目的（ii）产生学习力（iii）知识结构和（iv）产生价值。学习力是我们调节信息和能量随时间流动的方式，这可以在任何年龄发展。这些前瞻性过程中的每一个都对运营实践以及数字资源的设计和部署方式产生了影响。学习基础设施可以与业务战略共同设计和整合，以（i）提高企业的敏捷性，响应能力和创新能力，（ii）模拟和探索客户和利益相关者的行为，从而改善服务，（iii）开发支持大规模自我导向学习和行为改变的数字平台。
Organisations need to be able to learn and thus benefit from their experience. They need the capability to respond profitably to information about processes, people and the environment in order to improve performance in the digital world: in other words to develop their corporate learning power. Infrastructure services businesses have a great deal to gain from such learning because they work in partnership with many other organisations but in highly competitive industries. They design for end use but are often detached from their users. Unlocking the learning power of individuals, teams and leaders to adapt and change will increase the pace of business transformation and generate greater value for all stakeholders. It will transform tacit knowledge that is locked within individuals into corporate intelligence. The cost of not doing this is quantifiable through sub-optimal performance and business failure or conversely through the benefits of success. Knowledge is increasingly about ‘flows’ and ‘networks’ rather than ‘stocks’ so how individuals and teams use their learning power ‘on the job’ to generate actionable insights from data that inform decision-making is a crucial new capability for the future. Data is increasingly complex, rapidly available and ubiquitous and requires continuous and collaborative interpretation and response aligned to business purpose. The premium is on the ability to interpret and use it rather than to simply collect it. This represents a significant mind-set shift from seeing knowledge as static to understanding data as the ‘raw material’ through which knowledge is generated and re-generated in the service of business strategy. The learning journey is a metaphor which incorporates four measurable processes: forming identity and purpose (ii) generating learning power (iii) knowledge structuring and (iv) producing value. Learning power is the way in which we regulate the flow of information and energy over time and this can be developed at any age. Each of these forward looking processes has implications for operational practices as well as for the ways in which digital resources are designed and deployed. Learning infrastructures can be co-designed and integrated with business strategy to (i) increase corporate agility, responsiveness and innovation, (ii) to model and explore customer and stakeholder behaviour and thus improve service and (iii) to develop digital platforms which support self-directed learning and behaviour change at scale.