Mike Beitler asked:


For centuries companies have used on-the-job training (OJT). OJT works because it follows much of what we know about adult learning theory. For example, we know:

1. Adults learn best when new learning can be applied immediately. 2. Much of classroom “learning” is lost because it does not transfer back to the job.

Action learning is a two-part method to maximize learning and productivity by maximizing OJT. Action learning involves teams of organizational members working on real organizational projects and problems. The team members’ work is also accompanied by regular (and spontaneous) facilitator-led reflection and discussion meetings.

Action learning projects have led to new product launches, acquisitions and divestitures, and large-scale organizational changes. In addition to extensive and measurable productivity, there are significant learning benefits from these action learning projects. The benefits include:

* exposure to other parts of the organization, * development of emotional intelligence (EI), * learning the political realities of the organization, and * being able to showcase skills to senior management.

Obviously, action learning projects require serious senior management commitment. Senior management buy-in includes not only contribution to choosing projects and participants, but also a commitment to evaluating and implementing projects.

Not every organizational project is an appropriate action learning project. Many projects have severe time constraints that would not allow sufficient time for reflection and discussion for the project team. Some projects are not strategically important enough to justify the investment of organizational resources (time, people, and money).

The facilitator for the action learning project must be a trained facilitator. To maximize the learning in an action learning project, the coach or facilitator must know how to extract learning from the team’s work. Learning goals must be identified early in the project. Provoking critical thinking, reflection, creative thinking, and self-awareness is the job of the facilitator.

Action learning is one of many organizational learning strategies. Action learning must be used in alignment with the other organizational learning programs, such as individual coaching. For example, many coaching discussion topics can be based on the real-time learning that takes place in an action learning project.

Obviously, action learning projects (like any other organizational learning methods) are not a cure-all for every learning need. But, the productivity and learning benefits of action learning should be considered by every organization.

For more information of action learning projects read Dierck and Saslow’s May 2005 Chief Learning Officer article entitled “Action Learning in Management Development Programs.



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Bryan Seyfarth asked:

One way to establish market differentiation is through the introduction of innovative new products. Establishing that differentiation is one thing, but maintaining it is quite another. Here we have put together a ten part series on how to generate higher returns from your innovation investments.

From our series of highly informational articles, companies will learn: how to treat innovation as a cross-functional business process, how to align innovation execution and business strategy; how to create sustainable innovation; how to train your senior executives to successfully execute innovation initiatives; how to effectively manage process and project management; how to measure performance of your processes; how to ensure broad stakeholder buy-in; how to understand the importance of product roadmaps; how to provide the tools necessary for successful product innovation; and finally, how to ensure that portfolio management coincides with process management.

Here is one of the ten practices that leading innovators use to increase the payback from innovation spending: Training Your Senior Executives to Successfully Execute Innovation Initiatives.

Training Your Senior Executives to Successfully Execute Innovation Initiatives

It’s imperative that senior management comprehend and actively support the processes that govern and drive innovation within your organization. Unless your executives know the role they need to play in those processes, it’s unlikely that your organization will see anything more than incremental improvements in its return on innovation spending. Senior leaders need to understand:

1. The benefits of having a structured, automated innovation process.

By providing a common framework for executives and process owners to review and discuss project information, you will enable them to make better, more informed decisions. This provision will also help development teams execute more efficiently on product plans.

2. How to prepare for “go/kill” decision meetings about proposed new products.

If an executive has visibility to key projects in your development pipeline, and understands the impact (positive or negative) that those projects will have on the top and bottom line, he/she will make investment decisions more quickly and confidently.

3. The function and value of using specific, consistent scorecard criteria to evaluate new product ideas.

This practice dramatically heightens the probability that your organization will end up focusing on winning, high-value projects.

4. How to manage gate meetings to get the information needed for sound investment and resource allocation decisions.

It’s imperative that executives be willing to play an active role in facilitating project decision-making. Your organization can help them to be proactive rather than reactive by involving them in projects from the start.

For more information on the top practices that leading innovators use to increase their returns on innovation spending, look for the next article in our ten-part series: Effectively Managing Process and Project Management.