Learning Organization

Learning Organization In the globalized environment of today, organizations must continually learn and adapt. This is particularly true, as organizations are now under intense competition from firms outside their geographic region. Learning organizations are characterized by their ability to continually learn and innovate. Competitors, particularly those from emerging markets, are learning from their more develop counterparts in the United States and Europe. Aspects such as product know how, and product innovation continue to come under intense pressure from emerging communities.

This pressure results in still further innovation from market leading companies to better maintain their overall position. One such example of a learning organization is that of the British Airport Authority. This organization displayed many of more common characteristics of a learning organization to help facilitate its growth. The BAA displayed all five feature of a learning organization. The firm facilitating systems thinking, accomplished personal mastery, utilized mental models, shared its vision all parties, and learning as a team.

The introduction briefly discussed globalization and its impact on society in a more universal context. The BAA, in an attempt to facilitate global trade, wanted to expand its airports. The British Airport Authority created the terminal 5 project to help improve operational efficiency while also facilitating seamless travel between domestic airlines. This project was unique as it combined various elements of public and private sector dynamics. In some instances, the relationship between the general public, the private sector, and the public sector can be at odds with one another.

This unique approach was the catalyst of creating the overall learning organization of the BAA For one, the British Airport Authority has a higher level of bureaucracy within its organization. Learning was difficult as the large amount of corporate layers did not allow pertinent information and learning's to flow properly. As such, corporate decisions or project alterations will generally require more time as oppose to the private sector counterparts. In addition, the government is generally not in the business of making profits, while is private sector counterparts are.

Further, the BAA may not understand the complete interworking of the terminal 5 construction project as well as the private contractors do. This creates complications as it relates to the implementation of certain projects. To help alleviate the concerns mentioned above, the BAA developed the balance scorecard to facilitate learning and innovation within the organization. This scorecard allowed the BAA, a governmental organization, to learn and adapt with its private sector partners.

For example, a quadrant within the traditional scorecard is "Financial Focus." The metrics used to evaluate the "Financial Focus" metric will vary between a private contractor and a government entity. Another quadrant within the balanced scorecard is "Internal Focus" which is also different between organizations. As such, the BAA could learn and alter.