In the era of knowledge economy, the only lasting advantage is the ability to learn faster than competitors.
In the era of knowledge economy, the only lasting advantage is the ability to learn faster than competitors. In order to build a learning organization that promotes lifelong learning for employees and continuous innovation for the enterprise, and to achieve mutual growth between the enterprise and employees, TONEXUS Environmental Protection held a kickoff meeting on June 16th to establish a learning organization, officially embarking on the path of transformation from full staff learning to system driven upgrading. Chairman Zheng Guangming, all middle and senior management, and over 300 employees attended the kickoff meeting. The meeting was chaired by Ma Zuobing, the assistant general manager of the company.
At the meeting, Zheng Yong, the Deputy General Manager of the company, read out the "Implementation Opinions on Creating a Learning Organization in TONEXUS Environmental Protection", introducing various implementation opinions and specific measures for the company to create a learning organization from five aspects: purpose and significance, creation principles, creation goals, creation steps, and guarantee mechanisms.
Four learning representatives, including Shen Xianfeng, assistant to the company's general manager, took the stage to speak and shared their experiences and insights in work and learning, as well as their understanding and comprehension of learning organizations. Amidst the resounding call for action from the audience, everyone expressed their willingness to actively respond to the call for learning, strive for self transcendence, continuously strengthen team learning, and always practice the culture of shared prosperity, in order to achieve common growth for employees and the company, and tirelessly strive to realize the vision of being a "global leader in environmental protection and low-carbon technology".
In his concluding speech, Chairman Zheng Guangming provided a detailed interpretation on the creation of a learning organization, pointing out that the focus of this creation activity should be on addressing issues related to employee thinking and abilities, organizational competitiveness, and long-term strategic issues. At the same time, he combined learning cases and classic books to provide a detailed introduction to methods and tools for building a learning organization, methods to enhance organizational learning capacity, as well as specific content such as cultivating structured strategic thinking, conducting learning in conjunction with practical work, constructing a scientific learning and training system, and establishing a knowledge management system. He pointed out methods and paths for how to create a learning organization.
Chairman Zheng Guangming emphasized that creating a learning organization requires strengthening organizational leadership, developing detailed learning plans and supporting reward and punishment policies, learning and thinking in practice, and breaking through strategic and organizational barriers. All employees should deeply participate in the process of building a learning organization, fully practice the five cultivation contents, strive to improve their mental models, establish lifelong learning habits, and achieve common growth of employees and the enterprise.
English
