Developing mentoring skills at Unicorn
CzechCrunch called it an inconspicuous billion-dollar player. 2N TELEKOMUNIKACE is a company that has invested in modern technologies and written innovation into its DNA. It is betting on developing curiosity and supporting a "learning organization." How did they manage it and what results did it bring? We will reveal that to you in another look behind the scenes of our client projects.
What does "learning organization" mean?
American scientist in the field of management Peter Senge was responsible for the development of this concept. In his book The Fifth Discipline, he views organizations as dynamic systems in a state of continuous adaptation and improvement. This means that it is more important than teaching people to support their ability to learn.
Peter Senge stated in his book that "today, the only possible competitive advantage a business can gain is the ability to learn faster than the competition."
The concept of a learning organization is the basis for a successful and well-functioning company. An important element in this environment is a person as an individual with a positive approach to self-development and a desire to educate oneself in constant self-learning.
A task for the HR department
When we were invited to a debate on the development of a “learning organization” at 2N TELEKOMUNIKACE, we learned that management did not agree on what a “learning organization” actually is and how such development could be realized. This was a task that top management had entrusted to the HR department with the idea that training activities were the solution to this strategic challenge.
Kudos to 2N for being so open to us. HR invited us as experts on this topic and partners for facilitated workshops.
Clarify what the development of a learning organization means for top management and describe the role and responsibility that this entails for top management.
Select specific projects through which the top management will develop the learning organization.
Write the principles of the learning organization into selected middle management activities.
Main objectives of the program
Part of the open approach of the CEO and top management of 2N was the willingness to reformulate the assignment and set new goals:
What the program looked like
How 2N is doing in the 5 pillars of the "learning organization"
The role of top management
Development lever
01
Learning organizations and 2N
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Analysis of the mini-diagnostics of the "learning organization" (Kearns)
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Selecting a priority organizational improvement (development with benefits for the business and how to practically do it)
02
How are we doing and what do we want?
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Selection of a priority program for development with a benefit for business
03
Development priorities for business
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Strengths and opportunities for improvement in the learning cycle
Learning in 2N
Learning in the 2N board
Innovation and development of new solutions
04
Learning system
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Shaping a learning culture and building personal mastery
05
A "learning organization" culture
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Calibrated evaluation of the wider management team
06
Development of performance and potential
What results were achieved from the perspective of top management?
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He takes building a "learning organization" as his own responsibility
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It has a practical bridge between the "learning organization" and the vision of the company
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It has a set priority for organizational development
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It has a selected development program that it expects to have a measurable contribution to the business
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It has defined steps to improve learning in 2N as well as in innovation and development
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He has described how he wants to shape a culture of learning, innovation and customer value
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It has a calibrated evaluation of the personal mastery of the wider management team and other development steps
