Critical to the design, and in particular the scope, of any organisation is the clear articulation of the business objectives and requirements, the metrics to allow us to know when they are met and the value they will bring the organisation when they are met.
Learning plays an important role in business. Yet to date business has taken little interest in learning other than as a cost. Innovative organisations however have always seen learning as an investment offering unique competitive advantage.
Various business models exist both across and within industry sectors. These models have differing structures and strategies. Business strategy in particular needs to be cognisant of the synergies and conflict afforded by the other organisational perspectives. For example if we change our distribution channel because of new technology then how does that affect our core purpose and business models? Will something such as a direct selling model cannibalise our current channels and perhaps ruin our smaller resellers? How can our people cope with a shift in business model, new processes or changing technology particularly if they occur simultaneously?
This category will accumulate the latest business innovations, ideas and practices and analyse them using Synergistic Design. In particular we will look at the business of learning and performance support.