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The learning organisation – myth or reality? Examples from the UK retail banking industry

The learning organisation – myth or reality? Examples from the UK retail banking industry This article considers the issue of learning in the context of new technology projects that have recently been implemented in the UK retail banking industry. Continual changes in the business environment have focused attention upon the need for organisations to "learn" if they are to retain their market positions. Interviews were conducted with 42 bank managers and industry consultants over an 18 month period. Five case studies of major new projects are drawn upon which provide evidence that learning from past mistakes, or even building upon past successes, continues to be the exception rather than the rule. As a result, even successful projects had a limited impact upon the activities of the organisations as a whole. It is concluded that reluctance to disseminate lessons learned throughout the organisation means the full potential offered by new technologies will continue to elude banks until their apparently complacent attitude towards learning is addressed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

The learning organisation – myth or reality? Examples from the UK retail banking industry

Lisa Harris
The Learning Organization , Volume 9 (2): 11 – May 1, 2002
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References (14)

Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470210424024
Publisher site
See Article on Publisher Site

Abstract

This article considers the issue of learning in the context of new technology projects that have recently been implemented in the UK retail banking industry. Continual changes in the business environment have focused attention upon the need for organisations to "learn" if they are to retain their market positions. Interviews were conducted with 42 bank managers and industry consultants over an 18 month period. Five case studies of major new projects are drawn upon which provide evidence that learning from past mistakes, or even building upon past successes, continues to be the exception rather than the rule. As a result, even successful projects had a limited impact upon the activities of the organisations as a whole. It is concluded that reluctance to disseminate lessons learned throughout the organisation means the full potential offered by new technologies will continue to elude banks until their apparently complacent attitude towards learning is addressed.

Journal

The Learning Organization – Emerald Publishing

Published: May 1, 2002

Keywords: Innovation; Technological change; Banking

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