Provocare de la librarul tău personal, ziua #8
Felicitări dacă ați ajuns până aici!
Vă propunem și vă punem la dispoziție câte un capitol în fiecare zi din cărți noi și bestsellers și vă provocăm să-l citiți pe fiecare. Cărțile sunt pe zona profesională și pasiuni și sunt în limba engleză.
Dacă nu ați citit capitolul din ziua anterioară, iată-l The Five Dysfunctions of a Team
Why Become a Learning Organization?
“With tougher competition, technology advances, and shifting customer preferences, it’s more crucial than ever that companies become learning organizations. In a learning organization, employees continually create, acquire, and transfer knowledge—helping their company adapt to the unpredictable faster than rivals can.” – David Garvin
We constantly hear about the success of Google, which has topped Fortune’s best companies list for the past five years, where job applicants beat down the door to get in. We may not know as much about the other companies on the magazine’s Best 100 list, such as Allianz Life Insurance Company, SAS, Edward Jones, and Children’s Healthcare of Atlanta. What we do know is that, like any successful organization, for-profit or nonprofit, corporate or private sector, those organizations have this in common: They understand the value of learning.
The fact is that organizations don’t succeed by staying the same. The landscape is littered with companies like once hugely successful Blockbuster. When Blockbuster filed for Chapter 11 bankruptcy in September of 2010, the prevailing theory was that it had been put out of business by Netflix or was a victim of the recession. In reality, Blockbuster put itself out of business. It went under because it failed to keep up with the changes in technology that gave customers options for the way they accessed film entertainment. Decision makers said, “Blockbuster is never going to go out of business. The Internet is too weak, too slow. There’s not enough bandwidth.” Yet, in the same difficult economy, Netflix thrived. The reason? As technology and customer preferences changed, Netflix looked ahead and was able to adapt.
Those lessons are everywhere. In Good to Great to Gone: The 60 Year Rise and Fall of Circuit City, Alan Wurtzel, son of Circuit City founder Sam Wurtzel, describes the collapse of one of the first and most successful big-box stores. At its peak, Circuit City had more than 700 stores and annual sales of $12 billion. But facing growing competition from upstarts such as Best Buy, Circuit City’s management stubbornly held on to the business practices that had made it successful, unable or unwilling to change its business model to meet its customers’ changing needs. It’s happening today. Amazon.com and Google hope to disrupt the package delivery business with drones that can drop packages right on your doorstep, bypassing UPS and FedEx. The Wall Street Journal quoted a UPS representative who said, “There remain numerous reasons why drones are not a feasible delivery method at this time.” No one denies that drone technology isn’t there yet and regulations still need to be put in place. But it seems more than possible that those obstacles will be overcome sooner rather than later, and when that happens, today’s package-shipping companies could very well find themselves going the way of Blockbuster.
It could happen to us all.
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