In the field of tension between globalization, digitalization, energy transition, demographics, academization, and climate change, companies are looking for solutions to internal and external challenges. These solutions require learning on the part of the stakeholders involved as well as a change in the processes, routines, and structures that exist within the organization.

We speak of learning architectures when organizational and personnel development is dealt with in an integrated process.

Many organizations lack adequate learning architectures, which means that organizational transformation or development processes do not have the desired effect. Agile methods are introduced, but hardly bear fruit because the personnel requirements to anchor them culturally are missing. Furthermore, certain employees are trained as Scrum Masters, but can hardly apply their learned skills in existing structures because the organizational prerequisites are missing.

In a learning organization, organizational and personnel development processes are interlinked and very specifically aligned with strategic goals. This greatly increases the likelihood of the success of organizational transformation and development processes.

The establishment of effective learning architectures, as well as routines for the constant observation of the relevant environments and structures for the adaptive development of internal processes, goes hand in hand with corporate culture development.

Corporate culture cannot be changed overnight or by decree. However, it is possible to influence it with the help of indirect interventions. The prerequisite for this is that the currently lived corporate culture is known and articulated because this is the only way to work on the target-actual difference and thus change the corporate culture in the long term.

Essential to the development of an agile or learning organizational culture is a paradigm shift with regard to change. It is about recognizing that change and dealing with sudden disruption is no longer an exception. Nothing is as constant as change, and for that reason, change must be incorporated as an integral part of service delivery processes. If this recognition can be anchored organizationally and culturally, organizational resilience will develop.

The following diagram shows the main steps in the development of the learning organization. We implement and adapt these steps on a customer-specific basis, tailored to the concrete needs of our client companies. The diagram illustrates in a slightly simplified way what is important:

As a systemic organizational consulting firm, we view our clients and their consulting needs holistically and coordinate our consulting services at the levels of strategy, organization, and human resources. We live Work 4.0 within the framework of our consulting processes: