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As companies prepare to compete globally, the critical importance of organization-wide learning has never been more clear. In a global market, being able to learn faster than the competition may be the only available advantage. This guide will describe how organizations, and individuals within these organizations, can redirect energies to become a learning organization in the global context. Statements by CEOs from GE, Xerox, Honda, and others offer useful experiences with global learning and how to meet the challenges it presents.
| Pt. I | Overview of the Global Learning Organization | 1 |
| Ch. 1 | The Need for Learning Organizations in the Global Workplace | 3 |
| Ch. 2 | Learning, Learning Organizations, and the Global Learning Organization Model | 20 |
| Ch. 3 | Principles of Learning in Learning Organizations | 35 |
| Ch. 4 | Eleven Essential Organizational Elements for Global Learning | 51 |
| Ch. 5 | Six Global Keys to Organizational Success | 78 |
| Pt. II | Becoming a Global Learning Organization | 89 |
| Ch. 6 | Obstacles and Challenges | 91 |
| Ch. 7 | Stages in the Development of Global Learning Organizations | 101 |
| Ch. 8 | Developing Organizational Capacity for Global Learning | 109 |
| Ch. 9 | Globalizing Learning Organizations | 119 |
| Pt. III | Exemplary Global Learning Organizations | 133 |
| Ch. 10 | Analog Devices: Executive Commitment to Innovation and Organizational Learning | 135 |
| Ch. 11 | Asea Brown Boveri: An Organization for Global Success | 144 |
| Ch. 12 | Automind: Adapting to Culture | 150 |
| Ch. 13 | Carvajal Inversiones: A Learning Family | 158 |
| Ch. 14 | Caterair International: Vision and Values Elevating Organizational Excellence | 167 |
| Ch. 15 | Corning: Synergy and Learning Success | 174 |
| Ch. 16 | General Electric: Global Action Learning for Global Brains | 189 |
| Ch. 17 | Honda: A World-Class Learning Environment | 197 |
| Ch. 18 | Medtronic: Pacesetter in Learning for the Future | 203 |
| Ch. 19 | Motorola: Transcultural Learning and Global Alliances | 213 |
| Ch. 20 | PPG: Developing Leaders for the Learning Organization | 221 |
| Ch. 21 | Royal Bank of Canada: The Learning Work Force | 229 |
| Ch. 22 | Samsung: Targeting Globally, Acting Locally | 235 |
| Ch. 23 | Singapore Airlines: Flying High on Worldwide Learning | 247 |
| Ch. 24 | Tatung: Turning Talent and Technology into Organizational Learning | 260 |
| Ch. 25 | Xerox: Continuous Learning Through Quality Culture | 266 |
| Pt. IV | The Learning Horizon | 277 |
| Ch. 26 | The Future of the Global Learning Organization | 279 |
| Appendix A: Global Learning Organizations' Strength Chart | 291 | |
| Appendix B: Bibliography | 295 | |
| Glossary | 301 | |
| Index | 306 |
Overview
As companies prepare to compete globally, the critical importance of organization-wide learning has never been more clear. In a global market, being able to learn ...