In order to maintain continuity, you might be interested to review part I of this post.
Peter Senge is considered by many scholars as the founder of a structured framework to view a learning organization. Even though the concept of learning organization was not new during the time he wrote his revolutionary book “The Fifth Discipline”, the way he viewed the whole concept was unique and clear in perspective. In addition, contrary to what many readers might be thinking before reading this post, “The Fifth Discipline” is not about branding per se. However, a clear direction can be taken from his concepts on how to set up a framework inside an organization to prevent a branding failure from occurring in the first place, and to deal with it if such an event ever takes place in the second.
He proposed that a learning organization values, thus attains competitive advantage from continuous individual and group learning. He also implied that learning does not mean to engage in continuous trial and error and arrive at the best possible fit, rather it is more of a sharing attitude inside an organization through a continuous flow of information under a common framework of systems. In fact, the five elements that he proposed in The Fifth Discipline are the following: putting aside our traditional thinking (mental models), learn to be open and sharing with others (personal mastery), plan based on consensus (shared vision), work together to achieve based on consensual plan (team learning), and above all, understanding the whole process of company’s key functions (systems thinking).
In order to find the link between prevention of branding failure and these five elements, we need to see what possible value addition each of them may have on branding success. Probably you can now think and link your ideas before I post the final part of this topic! (to be continued)