Learning Organizations Ably Wither Many Storms, Presented by Change Dynamics

By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer

As an active company of the year award consultant, I personally visited numerous organizations of varying sizes, ownership and industry orientations. They have ranged from IT, banking, merchandizing, manufacturing, air transport, insurance, health, quasi-government and even non-governmental organizations. Alongside, I have acquired additional learning and hands on experiences on both how organizations actually work, compared to how they are supposed to.

Particularly, I have interviewed numerous chief executives and countless senior organizational managers. On this, I have especially been keenly attracted to organizational leadership and strategy, the two aspects that largely drive organizational direction. The experiences have paid off handsomely particularly with regard to continued improvement in ability of perceiving challenges, sometimes long before they happen. More still, it becomes relatively easy to blend the theory and practice of business for easy application. That leads to easier formulation of solutions for both existing and emergent organizational challenges.

Over the years, it has also been of interest to understand the motives that guide organizations to participate in the company of the year award, some very regularly and others intermittently. Many have indicated the need to compare their situation with that of best management practices, as their inspiration. Others have volunteered that they are interested in the unique consulting experience.

Still, others have taken interest only aiming to win awards, which they believe give them a competitive edge amongst their peers. Apparently, it has been lost on some especially first timers that you can never run before walking.

Nevertheless, there is everything good about winning. But, it appears that those who venture aiming to learn and continually improve on the learning process are seemly better placed in receiving well deserved accolades. On the other hand, venturing in competitions, only aiming to win can be a little bit disorienting, if the same becomes elusive. That brings to mind some experiences at Kenya Wildlife Services way back in 2007.

As a member of the assessment team, I carefully listened to the presentations and responses by the highly enthusiastic KWS senior lineup. The same comprised of Julius Kipngetich, the then Chief Executive. Then, KWS had just emerged out of the woods. It had started conquering its earlier well known begging tradition. The organization had automated its gate collections that had led into great financial successes.

In fact, KWS had just purchased a fleet of 94 new vehicles through internally generated finances. That was almost too good to be true at that time, especially for one who was quite familiar with KWS facilities. Incidentally, I have over the years been an ardent KWS visitor through parks such as Masai Mara, Amboseli, Nairobi, Lake Nakuru, Hells Gate, Naivasha and more.

Interestingly, KWS which was participating aiming to learn, and not necessarily to win, still won an award on environmental management on this first attempt. Subsequently, KWS became perpetual award winners, as the learning process continued getting entrenched. The wins have included the company of the year award, chief executive of the year award, HR award of the year and many others. Today, the organization has gone ahead to become a regional super brand – apparently the only government body to achieve that feat so far.  Why recall all these? Are they not the benefits that accrue from sustained organizational learning?

At KWS, learning seems to be a highly entrenched practice as was further volunteered by Julius Kipngetich, during a recent Management Forum. “Every KWS employee is entitled to at least 3 day training every year. The training budget could actually compete well with one of the entire civil service,” he joked. It is no wonder then that KWS can neither be static nor complacent like is the case with most learning challenged organizations.

Moreover, learning organizations can never be limited by their prevailing situations. Their cultures become dynamic therefore constantly aligning to changing business circumstances. This is even more applicable where transformational leadership takes shape as has been the case at KWS. But, whether the spirit of transformation continues upon the exit of Julius Kipngetich is another matter, better left for posterity. All the same he will be credited  with leading  the organization’s growth from a KES 1 (one) to 8 (eight) billion turnover within 8 years, as recently revealed through the media.

Meanwhile, winning is generally a function of continued learning and practice. I firmly believe in and very passionately encourage all those that are progress oriented, to persistently learn, aiming to acquire knowledge. In the process it becomes easy to pass all examinations including acquiring medals and accolades.

Conversely, when people learn only to win, they don’t get far. They may not even pass the exams, especially if caught off guard by the examiner. Even worse is that they may thereafter, not retain any worthwhile functional knowledge. As for learning organizations like KWS, there is no doubt that the entrenched transformation will most likely help in continually withering many storms, presented by change dynamics. In that light, your organization too  is welcomed to a fast-tracked transformation process.

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