tems, and that knowledge can be managed at all. Knowledge can
only be acquired through learning. Something is understood and an
insight is acquired. That insight is then shared. In this process, peo-
ple are the key and the speed and effectiveness of their learning are
the determinants of success.
4 Change. In the twentieth century there were predictable cycles of
innovation lasting several years. More than two decades ago, UK
management guru Reg Revans taught that unless a company’s
learning is faster than the speed of external change, it will not
thrive. Accelerated learning is essential for survival, bringing flexi-
bility and adaptability. Businesses need multiskilled employees,
with the lifelong learner adding most value. Rapid learning is
required just to survive. This applies in your private life too. How
effectively you deal with an unexpected house move, with divorce,
or with the loss of a parent or family member will be largely deter-
mined by how adaptable you have learned to become.
5 Learning is the key to successful cultural change. Too often, people are
simply told to do something differently. However, if you engage
people in a dialog about how to do things differently and let them
learn new ways for themselves, they will become involved and cul-
tures will change.
6 Learning is a great motivator. When employability is the key to peo-
ple retaining their jobs, they naturally want to improve their skills.
The Campaign for Learning showed in a 1998 MORI poll that 77
percent of employees would prefer to work for an employer that
supported their learning than one that gave them an increase in
salary. Individuals who have, in their own time, taken courses or
engaged in learning activities in their local community know just
how positive such experiences can be and how much this can moti-
vate them.
Learning pays, then, for organizations and for individuals. Indeed,
in recognition of this fact, the British government launched a new
financial product called an Individual Learning Account (ILA). The
essential idea is that people should start to invest in their own
learning in the same way that they currently invest in their house,
their health, or their future pension. Under this scheme, a kind ofThe Case for Learning at Work 185