The learning organization: “change proofing” and strategy

Abstract

It is advantageous to link organizational learning with strategies for restructuring, business process re‐engineering and corporate transformation. Such radical change can best succeed if attention is first paid to overall organizational readiness. Suggests a framework for conducting this type of “change audit”. Concepts of the learning organization can be utilized to “change proof” the firm – to increase its capacity to withstand and exploit unexpected and rapid change. Makes recommendations for combining implementation of a learning approach to strategy with successful, proactive change management.