Driving Organizational Change Through an Integrated OD and Learning Agenda: The Finance University Case Study

Abstract

Although learning is a widely recognized method for building individual skills and capabilities, its impact is often minimized in large-scale organizational change efforts in favor of more visible OD- and HR-related interventions. When conceptualized and applied systemically, however, learning itself can be a critical enabler and even a primary driver of organizational culture change. This chapter focuses on the role that a holistic learning agenda can play in a large-scale organizational change effort using insight developed from an applied case study in a large multinational organization.

Citation

Church, A.H., Haime, B. and Johnson, B. (2012), "Driving Organizational Change Through an Integrated OD and Learning Agenda: The Finance University Case Study", (Rami) Shani, A.B., Pasmore, W.A. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 20), Emerald Group Publishing Limited, Leeds, pp. 145-181. https://doi.org/10.1108/S0897-3016(2012)0000020008