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The Learning Edge: How Smart Managers and Smart Companies Stay Ahead
Shows how learning is critical to the success of managers and their corporations
232 pages, Hardcover
First published January 1, 1993
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February 18, 2025
I stumbled across this “ancient” book at my new workplace and thought I would give it a read, especially to see if what it was talking about applied to my company. Happy to be the very first reviewer of it on Goodreads!
This was an excellent look in to how effective being a learning organization is. For a book written in the 90’s it is sure relevant today both on how current companies are doing well being learning organizations and on
the many less savoury ones who are adamant about sticking to a status quo and then go under in a few years time. It goes into depth on strategies and motivation to become a leader in your company excelling the learning atmosphere on the job. The main idea I got from this book is that formal training and education are just the surface of learning, and in some cases, not very effective long term once joining the workforce. This is why purposefully setting goals to
Learn on the job is needed to truly push any company forward and not be left behind by their competitors. This philosophy doesn’t just apply to your workplace either. The author makes a point to apply the concepts in this book to your day to day life outside of work as well, that being an active learner in every profession or context is more fulfilling as a whole.
Despite the book being just as relevant today with its concepts as it was back then, there is of course the barrier of it being slightly more dated on the subjects it mentions. It talks about companies like Motorola, who have fallen out of relevance in recent years, which may lead you to believe that the concepts in this book are not very useful. I would disagree as I see these things still being applied today in more popular and well known successful companies. I think Motorola’s larger irrelevance does not have to do with it being an outdated learning organization and more so just a sign of the times, or being outlearned now by other companies who do things better. One other silly thing I noticed, which may not be an issue particularly, was the variety of metaphors the author used to demonstrate concepts, from playing sports to incorporating Bible stories, the chapters really have it all. I found it funny and charming, but I could understand why some would find it jarring.
Overall this book was a solid read, and despite how obscure it is I would recommend it to any manager, boss, or run of the mill employee looking to promote a healthy learning atmosphere in their respective organization.
This was an excellent look in to how effective being a learning organization is. For a book written in the 90’s it is sure relevant today both on how current companies are doing well being learning organizations and on
the many less savoury ones who are adamant about sticking to a status quo and then go under in a few years time. It goes into depth on strategies and motivation to become a leader in your company excelling the learning atmosphere on the job. The main idea I got from this book is that formal training and education are just the surface of learning, and in some cases, not very effective long term once joining the workforce. This is why purposefully setting goals to
Learn on the job is needed to truly push any company forward and not be left behind by their competitors. This philosophy doesn’t just apply to your workplace either. The author makes a point to apply the concepts in this book to your day to day life outside of work as well, that being an active learner in every profession or context is more fulfilling as a whole.
Despite the book being just as relevant today with its concepts as it was back then, there is of course the barrier of it being slightly more dated on the subjects it mentions. It talks about companies like Motorola, who have fallen out of relevance in recent years, which may lead you to believe that the concepts in this book are not very useful. I would disagree as I see these things still being applied today in more popular and well known successful companies. I think Motorola’s larger irrelevance does not have to do with it being an outdated learning organization and more so just a sign of the times, or being outlearned now by other companies who do things better. One other silly thing I noticed, which may not be an issue particularly, was the variety of metaphors the author used to demonstrate concepts, from playing sports to incorporating Bible stories, the chapters really have it all. I found it funny and charming, but I could understand why some would find it jarring.
Overall this book was a solid read, and despite how obscure it is I would recommend it to any manager, boss, or run of the mill employee looking to promote a healthy learning atmosphere in their respective organization.
Displaying 1 of 1 review