The Competitive Imperative of Learning  

Oleh:

Edmondson, Amy C.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 86 no. 7-8 (Jul. 2008), page 60-67.
Topik: competitive imperative; learning

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.36 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Most executives believe that relentless execution - the efficient, timely, consistent production and delivery of goods or services - is the surefire path to customer satisfaction and financial results. Managers who let up on execution even briefly, the assumption goes, do so at their peril. In fact, even flawless execution cannot guarantee enduring success in the knowledge economy. The influx of new knowledge in most fields makes it easy to fall behind. Consider General Motors - the largest, most profitable company in the world in the early 1970 s. Confident of the wisdom of its approach, GM remained wedded to a well - developed competency in centralized control and high - volume execution. Despite this, the firm steadily lost ground in subsequent decades and posted a record $38.7 billion loss in 2007. Like many dominant companies in the industrial era, General Motors was slow to understand that great execution is difficult to sustain -not because people get tired of working hard, but because the managerial mind - set that enables efficient execution inhibits employees’ ability to learn and innovate. A focus on getting things done, and done right, crowds out the experimentation and reflection vital to sustainable success. My research identifies a different approach to execution - what I call execution - as - learning - that promotes success over the long haul. Think of General Electric, another powerhouse born in the industrial era. Since the 1980 s, the company has constantly evaluated its activities, found ways to improve, and built the expectation that learning will be ongoing into management practices. As a result, GE has continued to reinvent itself with operations in every field from wind energy to medical diagnostics, and it posted a $22.5 billion profit in 2007. From a distance, execution - as - learning looks a lot like execution - as - efficiency. There’s the same discipline, respect for systems, and attention to detail. Look closer, however, and you find a radically different organizational mind - set, one that focuses not so much on making sure a process is carried out as on helping it evolve, building four unique approaches into day - to - day work.

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