Summary of Building the Learning Organization

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Building the Learning Organization book summary
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7 Overall

9 Applicability

7 Innovation

6 Style


Okay, so you already know that everyone in your organization needs to be learning new skills and tactics all the time. If you wonder just how to accomplish that, on top of everything else you’re doing, turn to Michael J. Marquardt’s Building the Learning Organization for step by step guidance. Human resource professor Marquardt introduces the internal systems you need for structured, company-wide learning. In his professorial way, he runs through its dimensions, principles, practices and ideals in detail (all you ever wanted to know and perhaps just a bit more). He provides an instructive general framework, guidelines and sixteen steps to follow in creating a learning organization. He’s a man with a plan, system by system, complete with charts, models, principles and subsystems. This tool box for implementation leaves the theoretical reader out of the loop, but confirms that if you want something you can put into action as an executive, manager or human resource chief, here’s your hands-on manual.

In this summary, you will learn

  • Use technology to deliver and share knowledge.
  • How to incorporate learning into all five subsystems - learning, organization, people, knowledge and technology; and
  • How and why to empower learning strategically.

About the Author

Michael J. Marquardt, Ed.D., president of Global Learning Associates, is an international speaker and consultant whose worldwide clients include the U.S. Peace Corps, Nokia, Boeing, Alcoa, Caterpillar, Singapore Airlines and the governments of Spain, Indonesia and Jamaica. He is a professor of human resource development and Program Director of Overseas Programs at George Washington University, as well as the author of fifteen books, including Action Learning in Action and Global Teams.



The Need for Learning Organizations
Only learning organizations can survive and succeed in today’s changing marketplace. Becoming a learning organization requires a new mind-set about work and learning. You need to think of learning as a by-product of working, rather than thinking only...

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