Innovation - We support people's curiosity and the development of a “learning organization”

CzechCrunch. 2N TELECOMMUNICATIONS is a company that has bet on modern technology and has written innovation in its DNA. It bets on the development of curiosity and the promotion of a “learning organization.” In what way did they manage it and what results did it bring? We'll reveal this to you in another behind-the-scenes look at our client projects.

Tasks for the HR department

When we were invited to debate on the development of a “learning organization” in 2N TELECOMMUNICATIONS, we learned that the people in charge do not agree on what a “learning organization” actually is and how such development can be realized. This was a task that top management entrusted to the HR department with the idea that training activities were the solution to this strategic challenge.

Compliments for how they were to us in the 2N opening. HR invited us as experts on the subject and partners for facilitated workshops.

What does “learning organization” mean?

Elaboration of this concept was credited to the American scientist in the field of management Peter Senge. In his book, The Fifth Discipline views organizations as dynamic systems in a state of continuous adaptation and improvement. Je je, mais importante than teaching people is to support their ability to learn.

Peter Senge said in his book that “these days, the only possible competitive advantage a company can gain is the ability to learn faster than the competition.”

The concept of a learning organization is the foundation for a successful and well-functioning society. An important element in this environment is the person as an individual with a positive attitude towards self-development and the desire to educate oneself in the constant learning of oneself.

The main objectives of the program

Part of the open approach of 2N CEO and Top Management was a willingness to reformulate the assignment and set new goals:

1. Clarify what the development of a learning organization means for top management and describe the role and responsibilities that this entails for top management.
2. Välj.
3. To describe the principles of the learning organization in selected activities of middle management.

What the program looked like

1. Learning organizations and 2N
   
   • How 2N performs in the 5 pillars of a “learning organization”
   • Role of top management
   • Liver development
2. How we are and what we want
   
   • Analysis of the mini-diagnosis of a “learning organization” (Kearns)
   • Selezione di improvzione organizzazione (sviluppato con beneficios per la negozione e come facile)
3. Business Development Priorities
   
   • Selecting a priority program for development with benefits for business
4. Learningsystem
   
   • Strengths and opportunities for improvement in the learning cycle
     • Lärning i 2N
     • Learning in the 2N board
     • Innovatie en ontwikkeling van nieuwe solutions
5. The culture of the “learning organization”
   
   • Forming a learning culture and building personal mastery
6. Development of performance and potential
   
   • Calibrated assessment of the broader management team

What results have been achieved from the point of view of top management?

• Building a “learning organization” takes as its own responsibility
• It has a practical bridge between the “learning organization” and the vision of the firm
• Het is een prioriteit voor organisationale ontwikkeling
• Has a selected development program that expects a measurable benefit to the business
• Defined steps to improve learning in 2N as well as innovation and development
• He has described how he wants to shape a culture to learn, innovate and value to the customer
• Has a calibrated assessment of personal mastery of the wider management team and other development steps

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