Built to Learn The Inside Story of How Rockwell Collins Became a True Learning Organization Book

As training professionals, we're aware of the importance of the learning organization. High-profile consultants, such as Chris Argyris, routinely talk about knowledge as the key to organizational change. They provide answers to questions about making an organizational shift to a learning-based culture, and about the difference between a deep culture shift and trendy learning initiative. They greatly expanded learning activities, while increasing perceived quality and dramatically reducing costs. As a result, training offerings expanded by 400 percent and were available around the clock to a global audience. In 1998, Purington and Butler began a process of organizational change at Rockwell Collins, an aviation electronics company with approximately 17,000 employees worldwide.