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INTEGRATING LEARNING INTO YOUR PROCESSES: Proven methods to maximize organizational experience
刊名：
KM Review
作者：
Victor Newman
刊号：
714C0040
ISSN：
1369-7633
出版年：
2007
年卷期：
2007, vol.10, no.2
页码：
14-19
总页数：
6
分类号：
N36
语种：
eng
文摘：
Typical "lessons learned" databases and systems can sometimes be a misnomer. What ensures a lesson will be "learned" or properly understood, or even discovered in the first place? How can you be sure those "lessons" that were painstakingly recorded ever add value to your organization? Here, Victor Newman presents several key methods for truly effective organizational learning, including the implementation of reverse innovation, the stage-gate innovation process and team-to-team and individual-to-individual baton-passing. If the costs of reinvention are too high, if the same embarrassing event has occurred again and your credibility and reputation is on the line, if you have to ensure that the same combination of mistakes cannot reappear like that vampire you thought you had killed, if you are serious about getting something right: then you have to find a practical way of integrating your learning into your key processes so that success is repeatable. In this article I'll present several proven methods that help to get the most out of the experience and learnings in your organization, including detailed descriptions of the innovation stage-gate process and the variations on baton passing, which help participants to truly understand and remember what it is they're supposed to be learning, enabling them to achieve long-term results.
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