Learning & Development

The Learning Organization — Creating a Culture of Continuous Growth   Introduction Organizations today face relentless change: digital disruption, regulatory shifts, and evolving customer expectations. To thrive, they must become learning organizations—entities that continuously adapt, innovate, and grow. The concept, popularized by Peter Senge (1990) and further developed by Pedler et al. (1991), remains a cornerstone of MBA study and modern management practice. This blog explores the theory, practice, and critical insights of learning organizations, with examples from the banking sector to illustrate application.   Theory: Foundations of the Learning organization The learning organization stands on strong theoretical grounds: On Senge’s Five Disciplines (1990): 1. Systems Thinking — seeing the whole, not just parts. 2.Personal Mastery -- committing to lifelong learning. 3. Mental Models — challenging assumptions. 4. Shared Vision — shared purpose. 5...

Learning and Development Methods - Tools for Building Capability   Introduction Learning and development (L&D) methods are the practical instruments organizations use to build capability, enhance performance, and sustain competitive advantage. From coaching and mentoring to e-learning and simulations, these methods provide diverse pathways for employees to acquire skills and knowledge. In highly regulated industries such as banking, where compliance, risk management, and customer service are critical, effective L&D methods ensure resilience and adaptability. This blog explores the theory, practice, and critical insights around L&D methods, supported by analytical graphs and tables.   Theory: Underpinning of L&D Methods Several theories underlie the use of L&D methods: •Social Learning Theory (Bandura, 1977): Learning occurs through observation, imitation, and modelling, forming the basis for mentoring and coaching. •Experiential Learning (...

The Value of Learning Objectives in Organizational Contexts   Introduction Learning objectives are the backbone of effective training and development programs. They provide clarity, direction, and measurable outcomes, ensuring that organizational learning initiatives are not just activities but strategic investments. In industries such as banking, where compliance, risk management, and customer service are critical, well-designed learning objectives help align employee development with organizational goals. This blog explores the theory, practice, and critical insights around learning objectives, supported by analytical graphs and tables. Theory: Principles of Learning Objectives Learning objectives are statements defining what learners should achieve by the end of the training. They are grounded in educational psychology and instructional design. • Bloom's Taxonomy (1956; revised by Anderson & Krathwohl, 2001): This gives a hierarchy of cognitive skills from re...

  Learning Styles — Kolb, Honey & Mumford, and VAK   Introduction Learning is more than absorbing content; it’s about how people engage with experience, make sense of it, and apply it. “Learning styles” promise tailored instruction, yet the evidence is mixed. This blog critically evaluates three influential frameworks—Kolb’s experiential learning styles, Honey & Mumford’s workplace-oriented adaptation, and the popular VAK model—so you can design organisational learning that is effective, inclusive, and defensible. We’ll use practical scenarios from banking as illustrative examples, while keeping the topic general for MBA standards. Overview of theories: Kolb, Honey & Mumford, VAK Kolb's experiential learning styles Kolb’s model describes learning as a cycle of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation (Kolb, 1984). From this cycle, Kolb derived four styles: •  Diverging: Prefers experience ...

  Kolb’s Experiential Learning Cycle — Application in Organizations Introduction Organizations today face unprecedented challenges: rapid technological change, regulatory complexity, and shifting customer expectations. To thrive, they must foster continuous learning that goes beyond traditional classroom-style training. One of the most influential frameworks for understanding how people learn is Kolb’s Experiential Learning Cycle (1984). Unlike rote memorization or passive instruction, Kolb’s model emphasizes learning through experience, reflection, conceptualization, and experimentation. This blog explores how Kolb’s cycle applies to organizational contexts, with practical illustrations from the banking sector. We will examine the theory, its applications, strengths and limitations, and provide analytical insights supported by tables and graphs. By the end, you’ll see why experiential learning is not just a theory but a strategic necessity for modern organizations. Theor...

  Principles of Learning - How People Actually Learn in Organizations   Introduction Learning and development are central to organizational success. In dynamic industries such as banking, employees must adapt quickly to regulatory changes, technological innovations, and evolving customer expectations. Understanding how people actually learn in organizations provides leaders with the tools to design effective learning strategies that drive both compliance and innovation. Expanded definition and explanation Learning in organizations is a complex, multi-faceted process that goes beyond traditional training programs. It involves acquiring, processing, and applying knowledge and skills in ways that improve individual and organizational performance. The principles of learning in organizations are grounded in psychological, social, and systemic theories that explain how people absorb and use information. Theory Organizational learning draws from several foundational theorie...