“Times are changing,” someone once sighed wistfully. Not me, not wistfully anyway. Developments are happening fast and I’m learning like crazy. Wonderful! I’m developing and making progress. I’m increasingly responding directly and intuitively to changing circumstances. And that intuitive response increasingly turns out to be the right response when I look at the result. Is this flow? No, that’s simply a trendy term. But what is it then? I simply call it learning.
Learning is what organizations also have to do. But practice is often unruly due to structures, routines, bureaucracy, etc. Organizations, just like individuals, have to deal with increasingly rapid developments, partly due to social media and the internet. They also operate in increasingly complex, more interwoven and more dynamic contexts. They too would like to respond iran phone number list directly and intuitively to these changing circumstances. Below I give 10 changes that an organization must implement to make continuous learning possible. On the right side are the points that characterize the continuously learning organization.
Inside = Outside
Control > Direction
Incident > Continuous
Insulate > Embed
Delegate > Commit
Divide > Integrate
Projects > Programs
Consolidation > Transformation
Structure > Culture
Staff > Core
Together, the above changes herald the beginning of the transformation era: the fourth industrial revolution. The first three are now behind us. There was the first industrial revolution characterized by cast iron and steam engines, the second industrial revolution of steel, electricity, turbines and combustion engines, and the third industrial revolution with computers and digitalization (see Wikipedia ).