Have you ever experienced a situation when your organization has encountered challenges, and struggled to come up with a solution that wasn’t the best approach - but one that you could make happen? Then you discovered that someone else in the company had experienced the same or comparable circumstances, and they came up with a superior answer? If only you knew about and used their remedy, you might have moved faster, better or cheaper - with great results!
The above situation is a common one. Companies are often not good at capturing and exploiting knowledge and experience gained from internal or external crises - departing critical managers or employees, complex project success or failure - or the everyday problems or issues we all encounter at work. There is a process that can help - The“Strategic Lessons Learned” Process.
A“Lesson” is the result of a learning process – a past experience plus reflection, which:
A Strategic Lessons Learned Process is designed to “debrief” an organization to help surface and document important explicit and tacit knowledge that will be valuable to the company. Explicit knowledge is the “what” has affected the organization. Tacit Knowledge is what is in employees’ heads - in other words - the “how” and “why” operations or strategies have been implemented up to this point and what may be needed in the future. After completing the Strategic Lessons Learned Process, the company will be in a better position to make both strategic and tactical decisions that are based on documented knowledge of what has happened. You will also understand how it has affected strategy and operations, both inside of the company and in the external environment.
How do companies create Strategic Lessons Learned Processes that engage the organization without requiring large investments of time and resources? Six keys to successful lessons-learned programs are:
The outcomes of a successful Strategic Lessons Learned Sessionare:
There are universal cultural reasons Strategic Lessons Learned Processes aren't widely employed. The first is a prevailing mentality of "we don't have time", as executives, managers, or employees rush from one crisis to another. The second is concerns related to cost, especially when the organization is hemorrhaging cash. Both of these cultural avoidances will short circuit any attempts at well-timed and successful lessons learned processes.
One of the quickest ways to fail at creating a Strategic Lessons Learned structure is to over-engineer the program. Time-consuming or complicated processes can defeat the purpose and miss the moment, as well as feed the notion that identifying and using lessons learned requires too much effort. The key objective is that the output should be useful to others in your organization – currently and / or in the future.
The products of a StrategicLessons Learned Session can take the form of:
Capturing and documenting lessons learned and converting them into improvement actions is essential. Without this step, change and organizational growth doesn't occur. As stated above, fresh approaches may entail new or altered strategies, operational guidelines, policies, and processes. Identifying and implementing necessary changes delivers the tangible benefits expected from the Strategic Lessons Learned Process.
Reapplying important lessons to prevent future mistakes is a core reason why the most successful and admired businesses capture lessons learned. LetWolfManagement, LLC help you find a better way to maximize what you learn!!
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