A Knowledge Enterprise’s Learning and Development Initiatives

Are Learning Organizations born or made? I mean, is learning a capability inherent in the structure, or business context, or people profile of certain organizations? In other words, can an organization learn to learn?

Satyam Computers is a winner of the MAKE (Most Admired Knowledge Enterprise) Award for the best Asian knowledge organizations. The IT services company is also the first Asian company to win the number 1 ranking in the American Society for Training and Development’s prestigious BEST award for training interventions. Here I see a definite pattern – an obvious link between an organization’s learning-focus (initiatives to instill a culture of learning) and its ability to manage, utilize and enhance organizational knowledge.

At Satyam, learning is not just another management function – it is a primary focus and the company’s main raison de etre. Satyam has set up two “pillars” to support the learning culture. The Satyam School of Leadership is dedicated to developing entrepreneurial acumen in existing and emerging leaders. The Satyam Learning Centre is responsible for nurturing entry-level talent and preparing specialists for current and future opportunities. Both the institutions use a combination of formal (classroom) and informal (often on-the-job) techniques to enable their “students” to reach higher levels on the learning curve. Satyam, which has nearly 50,000 employees in 55 countries, aims to enhance global employee capabilities and simultaneously expand the organization’s leadership capabilities through learning.

So, what do we have here – a paradigm shift from training (externally enforced) to learning (internalized)?

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Explore posts in the same categories: 01 Leadership, 02 Strategic Planning, 06 Human Resource Focus, Benchmarking, Business, Management

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