Explores the changing nature of managerial and organizational work in relation to the opportunities that this affords for learning from change. Examines some of the “drivers” and the sources of “resistance” to change, together with a series of practical steps that might be used to foster...

Relates the state of organizational readiness to the type of infrastructure needed to support effective corporate learning. Considers next the vision for learning and the positioning needed to “sell” learning at work as an integrated activity. Here, it is argued, the key to alignment is...

Argues that learning and strategy should be indistinguishable and that the organization should seek to drive its own internal structures for learning with the same vigour and urgency as its business strategy. Considers the practicalities of crafting and implementing a learning design related to...

Relates the process of organizational change to the opportunities to align strategy and learning that this affords. Argues that an embedded system for accredited action learning is needed to ensure that both personal and organizational learning can flourish in tandem and concludes that a...

Contends that high performance in terms of managerial learning, attainment and return on investment in learning can be readily achieved using the process of action learning. Profiles the contemporary origins of action learning and its application to business challenges and argues that it is the...

The managerial activity of learning about events and trends in the organization’s environment is known as environmental scanning. This process differs from industry or competitor analysis in two main respects: it is broad in scope and future‐directed. Assesses the extent to which information...

It is clear from studies of organizations and a considerable body of anecdotal evidence that organizational life is strongly influenced by organizational leaders. In particular, the vision, style of leadership and motivation that enables them to “make things happen” and inspire others to...

Explores the nature of action learning and its benefits. Looks at the importance of aligning personal learning with corporate objectives. Draws conclusions from the authors’ experiences of using e‐learning to support action learning within organizations. Uses case study examples from...

Considers how to create a learning environment and the implications for learning organizations. Draws on an Internet conference with managers from airport owner and operator BAA plc to debate four themes: modelling the learning process in organizations; organizational readiness; teamworking and...