Introducing Dr Alaa Garad’s book “The Learning Driven Business – How to Develop an Organisational Learning Ecosystem” – a great read stressing the importance of individual and organisational learning. his book provides a significant contribution to organizational learning and business improvement literature. It is simple and easy to read, with many practical examples of how learning can be applied to create an organizational learning culture.
In an increasingly uncertain and unpredictable world, senior executives need to stop hogging the decision making. Instead they need to raise their game to create an organisational culture where sense making, decision making & action taking become ever more tightly coupled, rapidly and repeatedly iterated, deeply embedded, and widely distributed throughout the organisation.
Winner of the 3rd Organisation-Wide Innovation Award 2021: Dubai Municipality – Shaping the Future of Public Governance
In May 2021, Dubai Municipality won the coveted 3rd Organisation-wide Innovation Award for its exemplary ideas and innovation management (Fig 1). With 12,000 employees and workers, Dubai Municipality has excelled in inculcating a culture of innovation across 6 vital sectors and 175 public services.
Why should an organisation be interested in developing a culture of knowledge management within the workplace? The main objective of knowledge management is to capture information or knowledge and make it available so others within an organisation might use it.
Which is most popular – Benchmarking, Best Practices, Business Excellence, Innovation, Lean, Six Sigma, Balanced Scorecard, Knowledge Management, ISO 9001 or IS0 14001?
My friend from the Australian Organisation for Quality – Michael W McLean, Managing Director, McLean Management Consultants Pty Limited brought to my attention the usefulness and fun of using Google Trends. Michael had compared the popularity of business excellence with a number of other improvement methodologies and techniques.
Employees who refuse to share knowledge, either by playing dumb, being evasive, or saying that other factors are to blame, undermines the cooperation, efficiency and effectiveness of organizations. Understanding how perpetrators and targets view the damage from knowledge hiding is an important step in preventing this behaviour.