How to build a true organisational learning culture

Shortly after becoming Mircosoft CEO in 2014, Satya Nadella voiced his plan to orchestrate a major culture change. At the time, he claimed the organisation had been a “know-it-all company” for too long. Now, he said, it needed to become a “learn-it-all company”.

For Microsoft, this means encouraging employees to learn “not only from successes, but also from experiments, mistakes, failures and especially each other”. It is an approach that other companies would do well to replicate, says Michelle Ockers, organisational learning strategist and founder of Learning Uncut.

“Nadella said it’s not about being perfect, because that closes us off to opportunity,” she explains. “This is the language that he very deliberately used and cultivated across the organisation that, in turn, inspired their developers and customers to engage with the company in new and more modern ways.”

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