Purpose
This article starts the process of exploring how to
optimise connections between the strategic needs of organisation as
directed by top management and its learning management structures and
strategies.
Design/methodology/approach
The article takes a broad brush approach to a
complex and large subject area that is influenced by many internal and
external variables. It highlights two of the main strands to be managed
in the dynamic process of seeking to optimise performance and return on
investment in organisational based demand-led learning; learning that
leads directly to decision making and resource allocation
Findings
There are many treatises on the subject of
organisation theory and practice and related platforms for change
management. The condition of autopoesis, emphasising the dynamic of self
production in shaping organisation states, has featured prominently in
these concepts and ideas of management. Indications are, however, that
the demands and perturbations of the external environment are playing an
increasing role in shaping organisations and the medium of learning is
the catalyst by which means this trend is accelerating
Research limitations/implications
More empirical research into the effect of learning
process innovations and behaviours on business performance and
organisational capability development is required to put real foundation
into what are being revealed about the benefits of learning in the
workplace
Originality/value
Globalisation and Global competition is placing
greater emphasis on: releasing talent at all levels, the need for
innovations in the creation and fulfilment of learning opportunities and
the effective and efficient management of the firms intellectual supply
chain. The reactions at the learning supply-demand interface are
changing and this article outlines perspectives that map the areas where
relationships are changing as a basis for demand-led learning strategy
formulation
