The Learning Edge: How Smart Managers and Smart Companies Stay Ahead

Front Cover
McGraw-Hill, 1996 - Business & Economics - 232 pages
In today's business world, learning is the key to individual success and corporate survival. Companies across the country are making the ability to learn a condition for employment, one that requires every successful manager's deliberate attention and commitment. Prosperity belongs only to those managers and businesses able to harness the power of knowledge by promoting and maximizing intentional learning at work. Responding to this crucial new market reality. The Learning Edge offers a dynamic, concrete approach all managers and executives can use to create the capabilities needed for success. It presents a compelling examination of how individuals and organizations use intentional learning as the activator and accelerator for success. By intentionally converting work experiences into learning opportunities, they move forward with a sense of urgency, exhilaration, and inspiration. The Learning Edge also proposes a bold new prescription for transforming any company into a flexible learning organization that consistently outthinks and outsmarts the competition. It shares rare insights into the way top executives currently are using "learning through experience" to develop their managers and cultivate companywide capabilities. And it provides an in-depth look at how successful companies such as Corning, Eastman Kodak, Motorola, and J.P. Morgan are creating learning organizations that are ready to respond to changing consumer preferences and ever-shortening product and technology cycles. Based on the authors' rigorous 12-year study of how real managers in real companies actually learn, The Learning Edge draws upon charts, graphs, personal action plans - plus interviews with today's topbusiness leaders - to provide a blueprint for intentional learning in the workplace. Point by point, it reveals where and when the best learning occurs, and shows what you should be learning to both increase your value to your organization and position yourself for future success. M

From inside the book

What people are saying - Write a review

We haven't found any reviews in the usual places.


Mastering the Learning Labyrinth
Mapping the
Taking Charge of Your Own Learning

12 other sections not shown

Other editions - View all

Common terms and phrases

About the author (1996)

Calhoun W. Wick is the founder and CEO of Fort Hill Company. He is recognized nationally as a consultant, educator, and researcher on improving the performance of managers and organizations.

Roy V. H. Pollock serves as chief learning officer for Fort Hill. He has extensive experience in both line management and strategy development.

Andrew McK. Jefferson is president and chief operating officer for Fort Hill. He is an accomplished executive in both operational and legal roles.

Richard D. Flanagan serves as senior vice president for Fort Hill. He is a licensed psychologist whose career has focused on developing ways to help people change behaviors and improve their lives and relationships.

Leon is a business writer, editor, and journalist with 13 years' experience at major metropolitan newspapers.

Bibliographic information