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       Do you work in
a learning organization?


The test is simple.   Do individuals and teams
learn in the course of their everyday work? Does that everyday learning raise the bar on performance – and is it making the organization smarter, more agile and resilient as a whole?


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For instance, do people have:
orange a clear line of sight from their daily
      action to the larger vision;
orange daily habits that make accountability
      and continuous improvement a norm;
orange practical ways to develop know-how
      in the course of executing projects?

Take a look – does your organization have the daily habits in place that it takes to thrive, and not merely survive? We invite you to compare yourselves to a gold standard learning organization and see!

The world of occasional, gradual change. . . is gone. The good news is that you can shape the conditions for agility and resilience to emerge. And if you'd like, we can show you how.


Benefit from Signet's research:

This organization that may well be the gold standard for being a learning organization. It adopted simple but disciplined learning practices in order to gain a sustained strategic advantage.
Learn how do they did it

Amazing things can happen when you bring people together across networks or organizations in order to share their best thinking about complex challenges.
See how it works

HBR cover "Learning in
the Thick of It"

"Growing Knowledge Together"

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"Strategizing has to become less like following a script, where you know everything about what you're going to do before you do it. Instead, it should be more like improvisational theater, where you  develop the details of your strategy by interacting with your audience - the broad range of people who can have an impact on your business, be they customers or critics. You learn very quickly from their reactions, you make fast modifications, and you move on to the next version of your product. You don't do long tests and slow rollouts anymore. "
– Rosabeth Moss Kanter
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Today's article
Linking Reflection and Planning Together in a Learning Practice
The first organization devoted to Knowledge Management defines a lesson as learned when the hypothesis of cause and effect is validated.