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learning lab denmark

  • Course: mba
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Project Report On Learning Lab Denmark Based on Richard Ivory School of Business Study on Organizing from Scratch INCLUDEPICTURE http//www.nie.edu.sg/files/practicum/Download/Misc/New_Jan_2013/Photo_for_International_Practicum/Astrid201.JPG MERGEFORMATINET Table of Contents Executive Summary Analysis study on Questions Has designing and leadership at Learning Lab Denmark been effective so far Why/why not What about organisational culture What are the opportunities and challenges of designing and leading Learning Lab Denmark Identify tensions, problems, issues, paradoxes, characteristics, and dilemmas that make organizational design and leadership ongoing challenges in new ventures such as Learning Lab Denmark. What is distinctive about LLDs design As a leader, how do you prepare for and manage the difficulties and challenges identified in questions 2 and 3 Consider actions, strategies and techniques that you might want to take/use. Be specific and illustrate with examples. What should Vaaland and Jesnen do What lessons can you draw from LLD Was LLD a success Conclusion Recommendations Bibliography Created in January 2001, the Learning Lab Denmark (LLD) is a research institution, initially funded by the Denmark Government, with the mission of doing Innovative cutting edge research in the areas of learning, knowledge creation and competence development . To achieve this mission the organization wanted a strategy of creating something new emphasizing risk taking and experimentation, but also to modify old theories and methods into new combinations. Although they are formally a venture of the Danish Pedagogical University, the organization see themselves as quite unique and separate from the other public organization with a focus on combining theory with practice to a further extent than traditional research institutes. For them Ideas were more important than rules Since its creation, LLD has been experiencing many...
Project Report On Learning Lab Denmark Based on Richard Ivory School of Business Study on
Organizing from Scratch INCLUDEPICTURE http//www.nie.edu.sg/files/practicum/Download/Misc/
New_Jan_2013/Photo_for_International_Practicum/Astrid201.JPG MERGEFORMATINET 
 Table of Contents Executive Summary Analysis study on Questions Has designing and
leadership at Learning Lab Denmark been effective so far Why/why not What about organisational
culture What are the opportunities and challenges of designing and leading Learning Lab Denmark
Identify tensions, problems, issues, paradoxes, characteristics, and dilemmas that make
organizational design and leadership ongoing challenges in new ventures such as Learning Lab
Denmark. What is distinctive about LLDs design As a leader, how do you prepare for and manage
the difficulties and challenges identified in questions 2 and 3 Consider actions, strategies and
techniques that you might want to take/use. Be specific and illustrate with examples. What should
Vaaland and Jesnen do What lessons can you draw from LLD Was LLD a success Conclusion
Recommendations Bibliography Created in January 2001, the Learning Lab Denmark (LLD) is a
research institution, initially funded by the Denmark Government, with the mission of doing
Innovative cutting edge research in the areas of learning, knowledge creation and competence
development . To achieve this mission the organization wanted a strategy of creating something
new emphasizing risk taking and experimentation, but also to modify old theories and methods into
new combinations. Although they are formally a venture of the Danish Pedagogical University, the
organization see themselves as quite unique and separate from the other public organization with a
focus on combining theory with practice to a further extent than traditional research institutes. For
them Ideas were more important than rules Since its creation, LLD has been experiencing
many challenges and facing managerial problems. Given its complex organization, the most critical
managerial problem is the lack of unity and coordination inside the organization. Indeed, the
different stakeholders of the organization hardly move on the same direction, even if they
theoretically share the same goal. There are strong tensions organization-wide the members of the
different consortia try to impose their individual view of the way things should be done, the
consortium directors and the brokers resist each others initiatives and LLD s managers and
employees dont want to be considered as a part of DPU. This coordination problem leads to a
major efficiency issue, and many employees and outsiders are disappointed by the large gap
between LLD s expectations and its results. As for the causes of the problem, it is partly due to a
lack of clearly defined processes for achieving results, a lack of guidelines from the managers who
supervise the researchers and a lack of feeling that the different parts of LLD have a common
interest. To reach its goals in term of excellence and reposition itself as research oriented
organization LLD has struggled lot. Finally there is a negative report from person who had lot of
information from inside LLD to Parliamentary committee that LLD is totally failure. Launching a new
enterprise--whether its a tech start-up, a small business, or an initiative within a large
corporation--has always been a hit-or-miss proposition. According to the decades-old formula, you
write a business plan, pitch it to investors, assemble a team, introduce a product, and start selling as
hard as you can. And somewhere in this sequence of events, youll probably suffer a fatal setback.
The odds are not with you As new research by Harvard Business Schools Shikhar Ghosh shows, 75
of all start-ups fail. The designing Leadership at LLD are not effective so far because the vision of
LLD is collaborating with Educational institutes Business leadership. The LLD is built as business,
but it wont work. The LLD to be built as education institute. The aim should be for more more
research not to commercialize the education. LLD S design structure was creating an inability to
deal with interdependencies between divisions. The culture of LLD is like business with profits, but it
should be like educational institute, it should not see any profits, for its research. It should see only
societal benefits for research. It should be non-profit organization. LLD from inception with clear cut
objectives and goals to deliver did not have right organization structureAs DPU as an separate
entity, use of their facilities and on top handle administrative work of LLD was the first point of
failure of LLD. Old and New structures can never mix together both have their own benefits and
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