learning lab denmark

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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 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...
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