Built to Learn The Inside Story of How Rockwell Collins Became a True Learning Organization 1st Edition by Cliff Purington, Chris Butler, Sarah Fister Gale ISBN 0814407722 9780814407721 by Cliff Purington, Chris Butler, Sarah Fister Gale 0814407722 instant download after payment.

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ISBN 10: 0814407722 
ISBN 13: 9780814407721
Author:  Cliff Purington, Chris Butler, Sarah Fister Gale

Aerospace giant Rockwell Collins typified the old-fashioned corporate approach to organizational learning: lackluster offerings in bland classroom settings, with little connection to the needs of employees or the goals of the company. Enter Cliff Purington and Chris Butler, who in three years transformed Rockwell into a full-fledged learning organization. With a strategy-based and technology-driven learning approach, a 400 percent increase in offerings, 24/7 access for 17,000 worldwide employees, and cost savings of $23 million, Rockwell is lauded and emulated by organizations all over the world.

For this vital book, Purington and Butler have organized their revolutionary approach into 10 clear steps that can similarly transform any company. Readers will learn new ways to build relationships, define core learning objectives, present a solid business case, and implement programs and assess their value. Each step offers detailed processes to follow, and explains what worked (and what didn't), revealing the secrets behind Rockwell's stunning transformation.

Built to Learn The Inside Story of How Rockwell Collins Became a True Learning Organization 1st Table of contents:

Part 1: The Foundation - Why and What to Learn

Chapter 1: The Strategic Imperative for Learning

• A. Market Demands and Competitive Pressures: The "Burning Platform"
  • Industry Shifts and Disruptions
  • Customer Expectations and Global Competition
• B. Linking Learning to Business Outcomes: ROI of Knowledge
  • Improved Performance, Quality, and Efficiency
  • Innovation and Product Development
  • Employee Engagement and Retention

Chapter 2: Defining What a "Learning Organization" Truly Means

• A. Core Principles and Characteristics: Beyond Training Programs
  • Systemic Thinking
  • Personal Mastery
  • Mental Models
  • Building Shared Vision
  • Team Learning
• B. Assessing the Starting Point: Rockwell Collins's Initial Learning Culture
  • Strengths, Gaps, and Resistance Points
  • Initial Surveys and Assessments

Part 2: Building the Architecture - How Rockwell Collins Made it Happen

Chapter 3: Leadership as the Catalyst for Change

• A. Executive Sponsorship and Commitment: Leading from the Top
  • Articulating the Vision
  • Allocating Resources
  • Modeling Desired Behaviors
• B. Middle Management's Role: Bridging Strategy and Execution
  • Empowering Teams
  • Fostering a Culture of Experimentation
  • Removing Roadblocks
• C. Creating a Learning Leadership Pipeline: Developing Future Leaders

Chapter 4: Designing Systems and Processes for Learning

• A. Knowledge Management Systems: Capturing and Sharing Insights
  • Databases, Intranets, and Collaboration Tools
  • Best Practice Sharing Mechanisms
• B. Continuous Improvement Methodologies: Embedding Learning in Work
  • Lean, Six Sigma, Agile, etc.
  • After-Action Reviews and Post-Mortems
• C. Feedback Loops and Performance Measurement: Learning from Results
  • Metrics for Learning Effectiveness
  • 360-Degree Feedback and Coaching

Chapter 5: Fostering a Culture of Psychological Safety and Experimentation

• A. Embracing Failure as a Learning Opportunity: Ditching the Blame Game
  • Creating a "Safe to Fail" Environment
  • Learning from Mistakes, Not Punishing Them
• B. Promoting Open Communication and Dialogue: Challenging Assumptions
  • Cross-Functional Collaboration
  • Skip-Level Meetings and Employee Forums
• C. Encouraging Curiosity and Inquiry: The "Why" Behind the "What"
  • Training in Critical Thinking and Problem-Solving

Part 3: Sustaining the Momentum - The Long-Term Journey

Chapter 6: Integrating Learning into Talent Management

• A. Learning and Development Programs: Beyond Traditional Training
  • Experiential Learning
  • Mentorship and Coaching Programs
  • Formal and Informal Learning Opportunities
• B. Performance Management and Development: Aligning Goals with Growth
  • Individual Development Plans
  • Competency Frameworks
• C. Succession Planning and Knowledge Transfer: Securing the Future

Chapter 7: Measuring the Impact and Demonstrating Value

• A. Quantifying the Benefits: Tangible and Intangible Returns
  • Productivity Gains, Cost Reductions
  • Innovation Metrics, Time-to-Market
  • Employee Morale and Retention
• B. Communicating Success: Internal and External Stakeholders
  • Case Studies and Success Stories
  • Benchmarking and Industry Recognition

Chapter 8: Challenges, Setbacks, and Lessons Learned

• A. Overcoming Resistance to Change: Addressing Skepticism
  • Managing Expectations
  • Dealing with Inertia and Entrenched Habits
• B. Sustaining Momentum Over Time: Avoiding "Flavor of the Month" Syndrome
  • Continuous Reinforcement
  • Adapting to New Challenges
• C. Unexpected Obstacles and How Rockwell Collins Responded

Conclusion: The Enduring Legacy of a Learning Organization

• A. Rockwell Collins's Ongoing Journey: Continuous Evolution
• B. Key Takeaways for Any Organization: Universal Principles
• C. The Future of Learning in the Workplace: Preparing for Tomorrow

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Tags: Cliff Purington, Chris Butler, Sarah Fister Gale, Built, Rockwell