Building an Innovative Learning Organization

A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth

by Russell Sarder

Number of pages: 288

Publisher: Hoboken, New Jersey: John Wiley & Sons, Inc.

BBB Library: Creativity and Innovation

ISBN: 978-1-119-15745-8

About the Author

Russell Sarder is the CEO of NetCom Learning, a global leader in managed learning services, IT and business training, and talent development. He is also the founder of Sarder TV, an online media company providing exclusive educational interviews with top leaders, as well as motivational videos encouraging the public to succeed in their personal and professional lives. He is also a business practitioner and mentor for MBA students and alumni at Columbia University.


Editorial Review

Learning organizations are composed of engaged, motivated employees who continually seek improvement, which leads to organizational agility and the ability to innovate ahead of the curve. This book is a practical, actionable guide on how to boost performance, successfully manage change, and innovate more quickly. Written by a recognized thought leader in the training industry, this informative and insightful guide is your roadmap to a more effective organization. You will discover how to attract, retain, and motivate the best employees; become a more innovative and agile organization; create a culture of continuous self-improvement; and encourage learning at all levels and translate it into action.

Book Reviews

Building an Innovative Learning Organizationgives you a blueprint for building a culture of learning, for a stronger, more robust organization.

This book by Russell Sarder is nothing short of craft and artistry of words that are so carefully interwoven to inform, educate, inspire, motivate, enlighten and transform the space of leadership

Russell Sarder authors this book to share the framework that has helped both his organization and himself succeed. His book is about why learning organizations have the advantage in the current rapidly globalizing, highly technological world.

Books on Related Topics

Wisdom to Share

Learning organizations are better able to compete because they are more able to innovate and respond quickly to change in a world where change is one of the few things we can count on.

“Learning organizations also understand that today's best and brightest want more from their jobs than the security of a paycheck. Instead, they constantly seek opportunities to grow and develop their abilities.”

“Learning is more than a menu of classes and online programs that employees can participate in when they need to close a performance gap. Instead, it is embedded in every aspect of the organization—in the ways in which decisions are made, problems are addressed, information is shared, the organization is structured, and the physical space is organized.”

“Building a learning organization doesn't happen just because you and your senior leaders think it's a good idea, and it doesn't happen overnight. It takes a long-term commitment, a deep well of patience, thoughtful planning, and a steady supply of resources.”

“In contrast with traditional hierarchical organizations, the culture of a learning organization promotes and supports learning at all levels and in a variety of ways.”

We can no longer count on a stable, malleable workforce because today's workers are quick to change jobs in search of new opportunities

The leaders of a learning organization continuously strive to communicate their vision and promote the value of ongoing learning. By that, they do far more than just talk. They actively demonstrate that they care about employee’s learning and development by providing the necessary resources. They share information openly and involve employees in the decisions that affect their work and their lives

[People] can come to a class and get some skills, but someone needs to reinforce what the learn: “How are you implementing these behaviors? What kinds of actions have you taken?

Mentorship is a word that encapsulates the core of positive networking behaviour, which is to find people who are ahead of you and learn from them so that you always raise the level of your game to the people around you

We learn by example and by direct experience because there are real limits to the adequacy of verbal instruction. Malcolm Gladwell What we have to learn to do, we learn by doing