Continuous learning and profit: a paradigm

Self-improvement is a buzz word. However, is also a fact. Two people discuss next learning moves, argue the pros and cons and one sentence is stated: “Where profitability fits into your discourse?”

O paradigma da formação contínua: rentabilidade
 — portuguese version here
How we see and how others see us, no filter (Kaospilot masterclass exercise)

In an era where improvement, continuous learning and updating concepts are in common talk, profitability is also an idea to take into consideration.

The following scenario occurs: two people discuss next learning moves, argue the pros and cons and one sentence is stated: “Where profitability fits into your discourse?”

How do we see each other and how others see us

When discussing profitability, the is a paradigm in place. Which point of view are we taking into consideration, from where are we doing the analysis?

Dialogue is not a monologue. Two parties discuss, and their point of view needs to be taken into consideration, even considering that the organisation is investing directly on their employee. The fact is clear; learning is a two-way street, it is a personal and a collective investment between two parties, organisation and employee, no matter who takes the first step.

We can ask: from each perspective can profitability be valid? If we were talking about a calculated risk, the answer was precise. However, that is not the case.

We are discussing how to validate and evaluate a project that is the learning curve of someone. Also, the how the new learning is taken into the organisation. The situation is always new because each has a different experience.

I am not talking about how to learn a tool. That can be measured. I am speaking about diverse themes and methods taught, trained in a different context and translated into the organisation reality.

My bet is very clear and direct: diversity

Be part of diverse environments, crossing different opinions and ideas is key to success. Put yourself out there, bet on discomfort, distinct knowledge and real-time learnings are an investment.

Map experience and process. The dots can be connected in an obvious way, or every time the conditions changes.

A holistic vision of an organisation, their people and how they interact is an intellectual challenge that is underlined in every action, that leads to being a more complete professional. This vision, this knowledge, was, is and will always be the base for facing any challenge.

Learning by doing. It is a statement but is effective. The perspective is from an individual, a collective, and from the organisation. Knowledge is mutant, and daily demands are bigger than ever. We are not anymore in an era that theory is passed over and over again, with proved applicability over generations.

When is common to hear that individuals should contribute to improve and discover new opportunities that fit both the company and their self, we are witnessing the reality, present and future.

Map experience and process. The dots can be connected in an obvious way, or every time the conditions changes. My role as a designer is, and it has been, the one that helps define and find strategies that leads to bigger impact on business and people. Assist them to grow: comprehend the individual, the client, when looking inside and outside.

Conclusion

Profitability is not just a transaction. Identify improvement points, diagnose and determine approaches that lead to better execution. Do better every time, leads to more quality on the outcomes. Profitability is a group work, not an individual one.


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