CENTRAL AUSTRALIAN COLLEGE

HOBART, TASMANIA

BSBLED802- Lead learning strategy implementation

Submitted by

Student name: Syed, Waqar Ali Shah

Student ID: CACH1739

Submitted to

Khim GAUTAM

2019
 FORMATIVE ASSESSMENT 1: CASE STUDY ANALYSIS

1. What is learning organisation? Explain in your own words.

A learning organisation is a company that facilitates and continually transforms the
learning of its employees. Continuous improvement requires learning commitment and
without having it’s hard for companies and stakeholders to compete with in the market
by using such old practices or techniques.
Few companies’ executives have already recognized the link between the
organisational learning OL and continuous improvement CI and all organizations must
be cautious in introducing OL and include OL with CI or other problem-oriented
systems as well.
To summarize, organisational training is the mechanism by which the organisation
learns information relevant to its task and uses that information to adapt to a new
environment to improve efficiency of a company.
(Source: CAC Case Study, P.N.1)

2. What is the contribution of the organisational learning to

competitiveness and efficiency in the organisation?
Organizational learning directly contributes to an organization's efficiency as it is the
process of knowledge creation, retention and transferring and share knowledge with an
organisation. According to Nonaka, he pointed out that organizations use metaphors
and continuity to center their attention, promote discussion and clearly make implicit
ideas naturally as well as organizational learning enables the organisation to remain
competitive in an ever-changing environment as it is an improvement process that can
increase efficiency, accuracy, and profits.
As the company gains experience it should improve over time and during this period,
the organization's staff build a large knowledge base, addressing any and all issues
that might improve the way business is done.
(Source: CAC Case Study, P.N.1-2)
3. Explain with table the Xerox’s problem-solving process?
The word "problem" refers clearly to any difference between the present circumstance
and the expected future situation. So, finding a solution to leverage an opportunity is a
way to fix an issue just as it is to cope with a crisis.
The Xerox Problem Solving Process is one of the processes used to solve any problems
within the organisation. This technique was introduced in 1983 and it became so
popular over the period of time. There are six phases in the Xerox’s Problem- Solving
process and the table below illustrates the steps and related activities that need to be
performed.
(Source: CAC Case Study, P.N.5-6)

Source: Building a Learning Organization by David A. Garvin

4. What are the distinctive characteristics of demonstration projects?

A demonstration project provides the means to implement and observe innovative ideas
and solutions and to prepare the way for replication and up-scaling with an organisation.
Demonstration projects are increasingly common features of contemporary work aimed
at sustainable development. It shares several distinctive characteristics which are
described below.
  These are normally the first initiatives that represent the values and approaches
that the company aims to follow later on on a larger scale.
 They are more transient than endpoints and require significant ' learning by
doing. ' Mid-course corrections are normal.
 They tacitly lay down policy guidelines and decision-making rules for later
projects and face extreme engagement checks from workers who want to see
whether the laws have actually changed.
 These are usually built by large multi-functional teams reporting directly to
senior management and tend to have little impact on the rest of the enterprise
unless they are followed by specific learning transfer strategies.
(Source: CAC Case Study, P.N.1-2)

5. What is technology and system planning and how do you plan and
analyse technological and system requirements for organizational
learning strategy?
Technology planning is the method of planning the technological development of a
technology or device to achieve its future vision or end-of-state vision while System
planning is a method for evaluating, identifying and implementing the organization's
technology infrastructure.

Source: Technology Planning Bridges Business, Mission, and Technology Domains

 Organisations use the technology plan process when their targets are not achievable
from the current technology. So, It is therefore important to know which technologies
are accessible now; which are being built and which are not yet operational.
With the introduction of new modes of IT, including business and privates networks
and applications, multimedia, companies will make an effort to follow an integrated
approach to organizational learning in order to better compete in today's global business
market when planning for technology support.
Source: (Jim Q. Chen, Communications of the ACM, December 2003, Vol. 46
No. 12, Pages 73-78)

6. What is “benchmarking” and why do you think it is important?

Benchmarking is a common practice and a reasonable exercise to develop a benchmark,
determine best practices, recognise opportunities for improvement and create a
sustainable atmosphere within the organisation. Benchmarking is used as a mechanism
to help businesses identify and prioritise opportunities for improvement. Benchmarking
can allow us to:
 Gain an autonomous perspective on how well your company performs
compared to competitors.
 Drill down the performance gaps to pinpoint areas of weakness
and improvement.
 Develop a standardised set of process and metrics.
 Allow a continuous improvement of mind and culture.
 Set expectations of performance.
 Monitor the performance of the company and manage change.
(Source: CAC Case Study, P.N.12)

7. Why is it to transfer knowledge? What are the various mechanism to

transfer knowledge?
A mechanism through which information, ideas and experience pass from the source of
knowledge to the recipient of that knowledge is called knowledge transfer. Knowledge
transfer refers to the exchange or distribution of information and the availability of data
for problem-solving. Various mechanisms encourage this process, including written,
oral and visual reports, site visits and tours, staff rotation programs, education and
 training programs and standardization programs. Each of them has distinctive strengths
and weaknesses. Like knowledge management, knowledge transfer aims to coordinate,
develop, collect or spread information and ensure its accessibility to future users.
Knowledge transfer and sharing is important to the success of any business, as it can
promote decision-making, create learning institutions and encourage cultural change
and innovation.
(Source: CAC Case Study, P.N.14-15)

8. Why do you think learning and experience curves measures are

incomplete if an organization wants to become a learning
organization?
Both learning and experience curves are still commonly used, particularly in the
aviation, defence and electronics sectors.
Nonetheless, these steps are insufficient for businesses aspiring to become learning
organisations. We focus solely on a single measure of production (cost or price) and
neglect training that affects other competitive variables, such as performance,
distribution or new product introductions. Both curves only indicate total production
volumes and disregard both the possibility of learning in mature enterprises where
performance is flat and the probably learning might be powered by other factors, such
as new technology. In short, both curves tell us little about the origins of information
or the levers of transition.
(Source: CAC Case Study, P.N.17-18)

9. What is “half life” curve? Explain with examples?

The half-life curve was originally developed by Analog Devices, the leading
manufacturer of semiconductor devices, and this curve compares internal change
rates. The half-life curve calculates the time it takes to achieve a 50% improvement in
the stated quality variable. When the half-life curve is graphically represented, the
performance measurement (defect rate, on-time delivery, time to market) is graphed
on the vertical axis using a logarithmic scale and the time scale is graphed
horizontally.
 Half-life curves are versatile as well. Like learning curves and experience curves, they
operate on any performance factor and are not limited to costs or prices. In addition,
they are easy to operate, provide a clear measuring stick, and allow ready comparison
between classes.

Half-life curves are also essential to ensure that cognitive and behavioural
improvements have actually generated positive results. Without them, businesses will
lack the justification for investing in training and the confidence that education would
benefit the organization's ends.
(Source: CAC Case Study, P.N.17-20)

10.What are the necessary steps that needs to be taken up if any company
wishes to become a learning organisation?
Learning organizations are not established suddenly. Any company that wants to
become a learning organisation can start by taking a few simple steps.
The first move is to promote a learning-friendly environment. There must be time for
reflection and research, for dreaming about strategic plans, for disseminating customer
needs, for reviewing current work processes and for inventing new goods.
Brainstorming, creative thinking, analysis of experiments and other key learning new
skills are therefore important, and the second step is to open up borders and enhance
the exchange of information. Through opening borders, it limits the flow of information
and holds individuals and groups segregated and reinforces preconceptions. Once
managers have developed a more inclusive, open environment, they can set up training
platforms.
Therefore, being a genuinely learning company requires different attitudes about
success and failure, as well as appreciation of the less immediate tangible value of
ongoing investment in people over the long term.
(Source: CAC Case Study, P.N.20)
References:

(CAC Case Study)

The MITRE Corporation. (2019). Technology Planning. [online] Available at:

https://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-
engineering/acquisition-program-planning/technology-planning. [Accessed 27 Nov. 2019].

Chen, J., Lee, T., Zhang, R., & Zhang, Y. (2003). Systems requirements for organizational
learning. Communications Of The ACM, 46(12), 73-78. doi: 10.1145/953460.953462

Knowledge transfer. (2019). Retrieved 27 November 2019, from

https://en.wikipedia.org/wiki/Knowledge_transfer.