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Article
Positioning for Change: Learner Vs. Learned
By
Steve Callahan
Practice Development Director
Renowned philosopher, author, and 1983 Presidential Medal of Freedom
winner Eric Hoffer broke new ground in his time. His insights into the
human condition covered the impact of low self-esteem on well-being, the
role of fanaticism in mass psychology, and, relevant to my topic,
society’s adaptation to change and modernization. A self-educated man of
simple background, Hoffer spent years on Los Angeles’ Skid Row doing odd
jobs, then sold fruit door-to-door, did migrant work across California,
and finally settled into a life as a San Francisco longshoreman. An avid
reader, Hoffer’s own perspective on societal movements was shaped by the
classics he read.
Hoffer offered hundreds of quotes throughout his books and other
writings. Of particular note to today’s challenges:
“In times of change the learners will inherit the earth, while the
learned will find themselves beautifully equipped to deal with a world
that no longer exists.”
Like many insightful quotes, there is depth to be found in the
simplicity. Take the changes we face in the following:
 | Technological innovation, where Moore’s Law has led to the
proliferation of computers in the home; virtual worlds like Second
Life, where business is transacted between avatars; networks like
Facebook and LinkedIn, which provide global connectivity; and “Googling,”
which gives everyone tremendous knowledge at their fingertips. |
| Globalized economies where the ripple of credit defaults in the
U.S. or a famine in India is felt across nations, with 24/7
financial markets arbitraging exchange rates to leverage the
slightest price differentials, and a competitive landscape no longer
limited to the companies down the street. |
| Dramatic shifts in workforce demographics, a huge deficit in
expertise created by retiring intellectual capital, globally low
birth rates reducing the talent pool, increasing cultural diversity,
and a series of political and societal firsts brought about by
recent elections here. |
Peeling the onion further and looking
within our industry, we find:
| Expanding regulatory oversight crossing operational
boundaries, introducing personal accountability and liability to
responsible executives. |
| An increasingly complex marketplace consisting of demanding
and diverse consumers who bring individualized expectations
paired with a wealth of competitive information. |
| Converging product portfolios translating into a smaller
competitive advantage from features and price, putting immediate
pressure on service delivery and brand quality. |
| Technological anchors in the form of legacy systems that
impede progress and absorb investments that compete with
advances in analytics, automated processes, electronic data
exchange, and enhanced connectivity. |
All of the preceding are layered on
top of the normal operational and strategic considerations
prevalent in competitive environments. No news to those in
leadership roles attempting to navigate these turbulent times.
Yet Hoffer was clear that the secret to succeeding in a changing
world was not to rely upon existing knowledge, but to pursue new
knowledge and new practices.
An excellent example of succeeding
in change can be found in Inc. magazine’s December 2008 article
“Education of a CEO,” which focuses on the transfer of ownership
from father to son of the Koeze Company. What worked in the
world of the founding father was not adaptable to the changing
environment when the son took control. So through trial and
error, the son became a learner who did not act on established
practices, but built new expertise based upon new learning. The
article highlights the experience gained by this entrepreneur,
lessons that apply to any leader facing change.
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Trust your instincts, even when
they conflict with current practices. |
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Don’t let your company’s history
become your destiny—be aware of what runs beneath the
surface. |
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People resist change, even if
that change might be for the eventual better. Change
requires effort. |
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Change often starts at the top;
in other words, sometimes the boss needs to change.
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How you run your life affects
how you run your business. It’s hard to swallow but true
nevertheless. |
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Critical thinking will win over
time if applied consistently and diligently to the
decision-making process. |
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A smart business is more than
just profitable; it has a coherently attractive culture and
greater purpose to serve. |
We are clearly facing change of a
monumental nature, significant in both breadth and depth. To
succeed, we must be willing to learn new practices, releasing
the hold of tried-and-true habits. In 1532, even Niccolo
Machiavelli, author of the political treatise The Prince,
recognized the importance of adaptation when he stated,
“Whosoever desires constant success must change his conduct with
the times.” Or, as Bob Dylan’s title track to his third studio
album proclaimed, “The times, they are a changin’.”
Interested in learning about the new
practices being leveraged across the industry, or about the
alternative leadership strategies that are challenging prior
habits? Drop us a line on a topic that interests you, and we
will be happy to share what we are learning as we adapt to these
new times. |
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