Proactive Review - Learn from Experience to Improve Bottom Line

2016 ◽  
Vol 6 (4) ◽  
pp. 1-18
Author(s):  
Ditte Kolbaek
Keyword(s):  
Information Technology ◽  
Lessons Learned ◽  
Top Management ◽  
Global Information ◽  
Work Practices ◽  
Bottom Line ◽  
Educational Design ◽  
Big Business ◽  
Global Information Technology

This article aims to provide a theoretically based and proven educational design for lessons learned. Called a Proactive Review, this educational design is exemplified in a case study of a global information technology company classified as big business, where Proactive Reviews were developed and implemented in over 40 countries. This article explores how employees who solve a task together can learn from the experience and share this learning with relevant colleagues to improve work practices, services, and/or products. This article describes the format of Proactive Reviews, suggestions for starting points called PR Triggers, and the four roles involved—the participant, sponsor, top management, and facilitator. The tangible and intangible results of Proactive Reviews are presented, with their impacts on the participants; their teams; and the organization's products, services, and/or work practices. Finally, the article provides recommendations for implementing and maintaining Proactive Reviews in organizations.

Improve Business Results by Learning From Experience in Proactive Reviews

2019 ◽  
pp. 52-79
Author(s):  
Ditte Kolbaek
Keyword(s):  
Information Technology ◽  
Lessons Learned ◽  
Top Management ◽  
Global Information ◽  
Work Practices ◽  
Learning From Experience ◽  
Educational Design ◽  
Big Business ◽  
Business Results

This chapter aims to provide a theoretically based and proven educational design for lessons learned. Called a proactive review, this educational design is exemplified in a case study of a global information technology company classified as big business, where proactive reviews were developed and implemented in over 40 countries. This chapter explores how employees who solve a task together can learn from the experience and share this learning with relevant colleagues to improve work practices, services, and/or products. This chapter describes the format of proactive reviews, suggestions for starting points called PR triggers, and the four roles involved—the participant, sponsor, top management, and facilitator. The tangible and intangible results of proactive reviews are presented with their impacts on the participants, their teams, and the organization's products, services, and/or work practices. Finally, the chapter provides recommendations for implementing and maintaining proactive reviews in organizations.

Proactive Review

2014 ◽  
pp. 82-100 ◽  
Author(s):  
Ditte Kolbaek
Keyword(s):  
Middle East ◽  
Top Management ◽  
Learning From Experience ◽  
Educational Design ◽  
Design For Learning ◽  
Theoretical Considerations

The aim of this chapter is to provide a theoretically based and proven educational design for learning from experience in the context of a work. This chapter includes some of the theoretical considerations as well as the final educational design for Proactive Reviews, as exemplified in a case study from a worldclass IT company based in more than 60 countries across Europe, the Middle East, and Africa. From 2005 to 2012, Proactive Review was developed and implemented in more than 40 countries. The chapter describes the four roles involved in a Proactive Review: the participant, the sponsor, the top management, and the facilitator. The results of a Proactive Review can be both tangible and intangible and have an impact on the participants, their teams, and the organization's products, services, and ways of working. Finally, the chapter provides recommendations for successful Proactive Reviews.

Lessons Learned for Combustion Turbine Power Projects

2006 ◽  
Author(s):  
Charles D. Lyda
Keyword(s):  
Negative Impact ◽  
Lessons Learned ◽  
Work Practices ◽  
Bottom Line

Lessons Learned have long been used to refine designs and work practices. In recent years, litigation has caused this effort to be reviewed in terms of worth versus liability. Even the best-managed Lessons Learned program can have a negative impact to a company’s bottom line. This paper is intended to promote the beneficial rewards of, without regard for liabilities associated with, “Lessons Learned”.

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