Feature
A change of mind
Laura Overton, founder of Towards Maturity, puts together the six characteristics of L&D that will allow organisations to reach the top deck
Opening the doors to a new type of learning organisation In business today we’re seeing change on a huge scale, and for organisations to survive they need to think about how they operate. The C-suite are prioritising four areas: growth in competitive markets, transformation, productivity and profitability. It’s time for learning and development (L&D) to step up and deliver. At Towards Maturity, we’ve been researching the concept of the New Learning Organisation, a model introduced by Peter Senge back in the 90s, which he described as an organisation “continually transforming itself”. It’s now been 25 years since Peter Senge
introduced these ideas, and with business moving to networked structures – ones that are
boundaryless – and approaching organisational design with a contemporary mindset, now is the time to revisit them.
Learn by example
Since 2003, over 6,100 senior learning leaders and 40,000 employees from more than 55 countries have participated in the independent Towards Maturity Benchmark Study. This research identifies what the best results look like in terms of staff impact and business impact, along with what these successful organisations are doing differently to achieve those results. Our research with more than 600 L&D leaders in the last year alone shows that top deck organisations – those in the top 10 per cent of the Towards Maturity Index – are
starting to deliver the results that are critical to business and this has helped us to shape the New Learning Organisation’s definition and characteristics, which are: • Growth: top deck are three times as likely to report that learning innovation has resulted in an impact on business innovation (42 per cent vs 14 per cent of the rest) and on staff motivation (47 per cent vs 16 per cent)
• Transformation: top deck are four times more likely to report achieving benefits to help them respond faster to change (66 per cent vs 16 per cent) and build the capability of the organisation to solve problems (53 per cent vs 13 per cent)
• Productivity: top deck are three times more likely to report achieving benefits linked to
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