Itis without a doubt that a better performing organization end uphaving better non-financial and financial results for five years ormore. Achieving the best results happens through continuousimprovement (CI) strategies (Obeidat, Hashem, Alansari, Tarhini &Al-Salti, 2016). According to these strategies, there are quite someefforts that are put in place to help in improving differentproducts, services or even processes (Milner, Milner, Savage &Savage, 2016). The organizations, in the end, get to a point wherethey can respond to different activities in effective and efficientmanner. Different methods of doing CI exist and they include sixsigma, lean manufacturing and balanced scorecard (Larsson, Säfsten &Syberfeldt, 2015). Most companies have been employing the use of CIstrategies and case in point are the banks. However, for thefast-moving competitive markets, CI strategies have not been thrivingto the best (Larsson, Säfsten & Syberfeldt, 2015). For anyorganization to achieve success, it has to adopt agility managementto help it keep up with chaotic markets. Through agility management,there is competitive improvement as sustained improvements are valuedprogressively and waste eliminated.
Organizationallearning ideally entails the process of creating, transferring andretaining knowledge within an organization (Bartsch, Ebers &Maurer, 2013). The learning within most of the institutions isdynamic in nature given its cross operation in an organization. Atype of learning mechanism is the Crossan, Lane, and White, whichdescribes organizational learning as a cognitive map that allowsorganizations to take action and gain renewed creative insights (Wang& Huang, 2013). The Crossan, Lane and White System inorganizational learning is progressively applied in the market placecurrently. The learning mechanism is used in Google. Google usessensing, pattern recognition, and proactive experimentation todevelop innovations. Over time, organizations have to come up withbest strategies to help in building organizational learning, innovateand interact with the different digital consumers (Ahearne, Lam,Hayati & Kraus, 2013).
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