CAPITALIZING ON INTERNAL EXPERTISE AT ORANGE

This article looks at the work done across the KM, HR and training functions at Orange, looking at past attitudes the firm had towards training and learning and culminating in a three-step learning and knowledge assessment process, and continuous learning community. Maximizing the ability to learn i...

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Bibliographic Details
Published inKnowledge Management Review Vol. 9; no. 5; p. 24
Main Author Minogue-White, Lisa
Format Trade Publication Article
LanguageEnglish
Published Chicago MELCRUM PUBLISHING 01.11.2006
Subjects
Case studies
Collaboration
Internal customers
Knowledge management
Operating companies
Organizational learning
Professionals
Teams
Training
Wireless carriers
United Kingdom > UK
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Summary:This article looks at the work done across the KM, HR and training functions at Orange, looking at past attitudes the firm had towards training and learning and culminating in a three-step learning and knowledge assessment process, and continuous learning community. Maximizing the ability to learn in order to adapt and evolve must be a key component to any business strategy, in order to improve competitive advantage. All of Orange's strategic objectives rely upon the competence of its employees. The Orange KM team, through its links with HR and training managers across Europe and Africa, had uncovered a wealth of good practice and innovative learning techniques. Through sharing their experience at gathering training needs and input from the KM team, the training community developed a simple three-step approach: 1. business area analysis, 2. capability analysis, and 3. assessment of embedded learning in working practices.
ISSN:1369-7633