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The Case for Learning at Work

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HEN PRICE WAS THE KEY DETERMINANT OF SUCCESS, WE NEEDED TO
focus on ways of keeping prices down. When the nature of the
Wproduct was most important, product development and quality
assurance were where we put much of our effort. So, why are more
and more people showing an interest in the minds of their employ-
ees? Why is learning becoming more important in the new econ-
omy? It must surely be because of a renewed interest in people.
Listen to what these business leaders have to say. Colin
Marshall, chairman of British Airways, argues:

Learning is extremely important as a vital raw material, but it is the
inventive application which creates the true competitive resource.
Continuous learning at all levels and across all functions is the life blood
of truly innovative companies. The more we know about ourselves, about
our markets and about the way we do things, the more we can deliver to all
stakeholders—customers, shareholders and employees—alike.

Sir Bob Reid is adamant:

You have to be at the top of the learning curve to be successful, offering
imaginative products which meet customers’ needs.

Sir Michael Bichard is passionate in his beliefs:

Learning is central to competitiveness. We must invest in high-quality
learning for all our people and do something about our serious adult basic
skill needs.

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