This book discusses the successes and challenges of leveraging organizational learning in effective strategy development and execution. The authors introduce a framework that helps organizations develop core capabilities to enable them to shift direction rapidly and proactively shape future environments. They also offer a wide selection of cases to illustrate this framework. While some cases highlight fundamental strategic change over time, others are snapshots of mechanisms gradually put in place to jointly optimize learning and performance. There is no one best or right way to leverage strategic organizational learning; different practices may lead to the same outcome and similar practices may lead to different outcomes. The system dynamics underlying such learning - not the simple adoption of one or other practice - are key to success in institutionalizing a performance-based learning approach.

Martha A. Gephart, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations, Department of Organization and Leadership, Teachers College, Columbia University. She is a social and organizational psychologist whose research and consulting focus on organizational learning and performance in diverse settings. She is also President of M. GEPHART ASSOCIATES LLC, which provides assessment, evaluation and consulting services to organizations.

Victoria J. Marsick, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations. She is a Professor of Adult Learning and Leadership, Department of Organization and Leadership, Teachers College, Columbia University. Her research and consulting focus on Action Learning, informal learning and talent development in diverse settings. She is a Principal of Partners for Learning and Leadership.