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Tanzania Benchmark
Train & Certify
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Continuous Learning and Improvement.

Part of the CX Centric Customer Centricity Maturity Model

WHAT IS CONTINUOUS LEARNING AND IMPROVEMENT?

This involves a multilevel process where members individually and collectively acquire knowledge by acting together and reflecting together. The survival of any organization, particularly, a profit-oriented organization depends to a large extent, on how well it can adapt to environmental changes, respond to change, and operate more effectively. All these tasks require the organization to learn continuously.

Three Dimensions of Continuous Learning And Improvement

environment and society

ENVIRONMENT AND SOCIETY

Providing the strategic leadership to continuous learning and connect the organization to its society and environment, driving a sense of purpose that feeds into the Customer Vision.

customers and stakeholders

CUSTOMERS AND STAKEHOLDERS

Develop a culture to continuously learn about Customers and Stakeholders. Hence positioning the organization at a strategic advantage.

internal business

INTERNAL BUSINESS

Bridging and sharing knowledge across functional silos. Encouraging departments to share challenges and information across the business, increasing collaboration and effectiveness.

WHY IS CONTINUOUS LEARNING AND IMPROVEMENT IMPORTANT?

It has become widely evident that many organizations have been able to achieve positive organizational outcomes because of continuous learning. Here is why continuous learning is important:

  • Supports better alignment between the organization and its customers
  • Helps maintain focus on the shared Customer Vision, improving internal alignment
  • Drives employees to discover and innovate to offer better solutions to customers
  • Creates a strong culture that promotes openness, creativity, and experimentation among employees.
  • Understand threats but embrace the opportunity
  • Supports organization to be forward-thinking
  • Learn from mistakes as a business and grow from this
  • Foster a culture of learning in leaders and staff

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REFERENCES

  • Campbell, T. T., & Armstrong, S. J. (2013). A longitudinal study of individual and organizational learning. The Learning Organization, 20(3), 240-258.
  • Continuous learning is central to transforming an organization. (2014, Apr 01). Daily Nation Retrieved from https://www.proquest.com/newspapers/continuous-learning-central-transforming/docview/1511686423/se-2?accountid=188233
  • Never give up on learning: Continuous learning will drive skills and knowledge expansion for personal growth. (2020, Jan 07). Cape Argus Retrieved from https://www.proquest.com/newspapers/never-give-up-on-learning/docview/2333773456/se-2?accountid=188233
  • Grundhoefer, R. (2013). An efficacious measurement of learning initiatives: E-learning systems, learning-organization culture, knowledge creation, and innovativeness (Order No. 3578590).
  • Kaewprasith, S. (2019). Improving individual, team, and organizational learning through organization development interventions (ODI): A case study of a private K12 school, Thailand. ABAC ODI Journal Vision. Action. Outcome, 6(1), 1-39
  • Klefsjö, B., Bergquist, B., & Garvare, R. (2008). Quality management and business excellence, customers and stakeholders: Do we agree on what we are talking about, and does it matter? TQM Journal, 20(2), 120-129.
  • Weldy, T. G., & Gillis, W. E. (2010). The learning organization: Variations at different organizational levels. The Learning Organization, 17(5), 455-470.