Shows executives--anyone concerned with making change happen--how to move beyond the limitations of fixed strategic planning processes and programs to create a flexible, responsive organization that thrives in today's climate of uncertainty: the learning organization. Draws from an extensive study of two hundred change-oriented organizations including Honeywell and Motorola to identify a series of practical actions that can be used immediately to help develop a firm's capacity to learn.
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Editorial Reviews
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"Redding and Catalanello's concepts of 'strategic readiness' and 'strategic learning' should take the place of strategic planning for any manager and for corporations interested in staying ahead in rapidly changing, increasingly competitive business environments." --Judy O'Neil, education manager, AT&T
"An exceptional resource filled with practical, actionable ideas and information.... It demonstrates that creating a learning organization will yield a significant sustained strategic advantage. This is a definite long-term keeper on my bookshelf." --Alan Honeycutt, manager, organization development and training, Nestle USA
"An exceptional resource filled with practical, actionable ideas and information.... It demonstrates that creating a learning organization will yield a significant sustained strategic advantage. This is a definite long-term keeper on my bookshelf." --Alan Honeycutt, manager, organization development and training, Nestle USA
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Shows executives--anyone concerned with making change happen--how to move beyond the limitations of fixed strategic planning processes and programs to create a flexible, responsive organization that thrives in today's climate of uncertainty: the learning organization. Draws from an extensive study of two hundred change-oriented organizations including Honeywell and Motorola to identify a series of practical actions that can be used immediately to help develop a firm's capacity to learn.
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