The DNA of Strategy Execution

10LEARN

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Alvin Toffler

Leading Questions

• Why is learning the key to adaptive agility and survival?
• Why are traditional project management and PMOs not setup for learning?
• What is the next‐generation perspective needed for learning?
• How do we rethink failure and make it survivable?
• What are the seven elements of designing a learning organization and PMO?
• How can the PMO become the curator of organizational practices to create meaning from noise?
• Why should learning be an essential measure of progress?
• How do we develop learning intelligence?

What if your companies' DNA was organized to take all the outputs it generates, and use them as inputs? How could you take the outputs, whether it is products or all means of data generated from the business and use it to learn, evolve, and innovate?

This is exactly what companies like Amazon, Google, and Facebook are doing well. The growth trajectory of these companies is pumped by a continuous feedback loop of learning, experimentation, and innovation. In the case of Amazon, they evolved from selling online books to a leading retailer of almost everything, to electronic devices, web services, media, food, and a host of other related products and businesses. These companies were born and flourished in a fast‐changing DANCE and disruptive world, so they inherently know that learning is the key ...