2 years, 10 months ago

Form Follows Function on SPaMCast 467

It’s time for another appearance on Tom Cagley’s Software Process and Measurement (SPaMCast) podcast. This week’s episode, number 467, features Tom’s excellent essay on value (value is one of those simple-seeming, but complex concepts). Jeremy Berriault‘s QA corner covers testing in difficult circumstances. I bat cleanup with a Form Follows Function segment discussing my post […]

2 years, 11 months ago

Form Follows Function on SPaMCast 463

I’m back for another appearance on Tom Cagley’s Software Process and Measurement (SPaMCast) podcast. This week’s episode, number 463, features Tom’s essay on big picture stories. This is followed by our Form Follows Function segment discussing my post “Management, Simple and Wrong – Semantics, Systems, and Self-Correction”. Jeremy Berriault‘s QA corner finishes the cast with […]

3 years, 2 months ago

Management, Simple and Wrong – Semantics, Systems, and Self-Correction

Simple responses to complex situations are both seductive and dangerous. The difficulty in juggling lots of variables tempts us to employ abstraction so as to avoid being overwhelmed. Abraham Maslow’s observation, “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail”, applies. […]

3 years, 4 months ago

Innovation in Inner Space

  Long-time readers know that I have a rather varied set of interests and that I’ve got a “thing” for history, particularly military history. Knowing that, it shouldn’t come as a surprise that I was recently reading an article titled “Cyber is the fourth dimension of war” (ground, sea and air being the first three […]

3 years, 6 months ago

Fear of Failure, Fear and Failure

Some things seem so logically inconsistent that you just have to check them out. Such was the title of a post on LinkedIn that I saw the other day: “Innovation In Fear-Based Cultures? Or, why hire lions to be dogs?”. In it, Michael Graber noted that “…top-down organizations have the most trouble innovating.”: In particular, […]

3 years, 9 months ago

Situational Awareness – Where does it begin? Where does it end?

Situational awareness, according to Wikipedia, is defined as “…the perception of environmental elements and events with respect to time or space, the comprehension of their meaning, and the projection of their status after some variable has changed, such as time, or some other variable, such as a predetermined event”. In other words, it’s having a […]

3 years, 9 months ago

Learning Organizations: When Wrens Take Down Wolfpacks

What does the World War II naval campaign known as the Battle of the Atlantic have to do with learning and innovation? Quite a lot, as it turns out. Early in the war, Britain found itself in a precarious position. While being an island nation provided defensive advantages, it also came with logistical challenges. Food, […]

3 years, 11 months ago

Learning at the Speed of Learning

According to a recent survey by McKinsey,  “the great majority of our respondents expect corporate learning to change significantly within the next three years”.

It seems that whatever the topic of the survey, middle managers and management consultants always expect significant change within the next three years, because this is what justifies their existence.

In this case, the topic is corporate learning, which McKinsey recommends should be done “at the speed of business”, whatever that means. (I am not a fan of the “at the speed of” cliche.)

But what kind of change is McKinsey talking about here? The article concentrates on digital delivery of learning material – disseminating existing “best practice” knowledge to a broader base. It doesn’t really say anything about organizational learning, let alone a more radical transformation of the nature of learning in organizations. I have long argued that the real disruption is not in replacing classrooms with cheaper and faster equivalents, useful though that might be, but in digital organizational intelligence — using increasing quantities of data to develop and test new hypotheses about customer behaviour, market opportunities, environmental constraints, and so on — developing not “best practice” but “next practice”.

Richard Benson-Armer, Arne Gast, and Nick van Dam, Learning at the speed of business (McKinsey Quarterly, May 2016). HT @annherrmann

Chris Argyris and Donald Schön, Organizational Learning: A Theory of Action Perspective. Reading, MA, Addison-Wesley, 1978.