Coca-Cola's Journey to Become A Learning Organization

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To survive—and thrive—amidst disruptions and unpredictable change, organizations need to foster environments that are conducive to learning. In such environments, employees come together to share knowledge, problem solve, and innovate. Building this kind of learning culture takes intentional and deliberate effort. Recently, I had the opportunity to interview Tapaswee Chandele, Global Vice President of Talent and Development at The Coca-Cola Company, about the organization’s efforts to foster a learning culture.

To learn more from Tapaswee Chandele, register for APQC's complimentary webinar: Coca-Cola’s Journey to Becoming a Learning Organization.

What is a learning organization?

There are probably many definitions and points of view around the afghanistan mobile numbers list topic of a learning organization. At The Coca-Cola Company, our belief is that as business context continues to change, our ability to unlock growth requires us to become a learning organization.

From my perspective, I define a learning organization as one that has the capacity to continuously reinvent itself. This is not to be confused with training or learning programs. A learning organization is one where experimentation is encouraged, failures are a normal part of growing, routines and project artifacts allow for sharing and making things better (for example post-project learning reviews or retrospectives) and where you do not wait for a perfect product before going to market. Being comfortable with v1.0, 2.0, 3.0 is part of the journey.

All of this requires a growth mindset—a shared belief in continuous learning to improve both the business and ourselves.

Why did Coca-Cola embark on a journey to become a learning organization?

When our Chairman and CEO, James Quincey, recrafted our company’s strategy several years back, we also recrafted the people, talent and culture strategy to enable our growth ambitions.