Why Organizations Don’t Learn
by Francesca Gino and Bradley Staats
VIRTUALLY ALL LEADERS BELIEVE that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach.
Consider Toyota: Continuous improvement is one of the pillars of its famed business philosophy. After serious problems in late 2009 led Toyota to recall more than 9 million vehicles worldwide, its leaders confessed that their quest to become the world’s largest automobile producer had compromised their devotion to learning.
Why do companies struggle to become or remain “learning organizations”? Through research conducted over the past decade across ...
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