Edward D. Hess
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231170246
- eISBN:
- 9780231538275
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231170246.003.0009
- Subject:
- Business and Management, Innovation
This chapter examines how Bridgewater Associates LP has become a successful learning organization by focusing on the underlying fundamental principles and values on which the company's culture and ...
More
This chapter examines how Bridgewater Associates LP has become a successful learning organization by focusing on the underlying fundamental principles and values on which the company's culture and learning processes were built. Based in Westport, Connecticut, Bridgewater is the largest hedge fund in the world, with more than $150 billion of funds under asset management for approximately 350 clients and a workforce of over 1,300 employees. The company was founded by Ray Dalio, who is still the controlling owner. This chapter considers the Bridgewater business model and Dalio's principles, including what he calls Radical Transparency and his conceptualization that systems and businesses can be thought of as machines. It also looks at people—the hiring, training, and measuring of employees and the personal transformation journey one goes through in adapting to the Bridgewater learning environment.Less
This chapter examines how Bridgewater Associates LP has become a successful learning organization by focusing on the underlying fundamental principles and values on which the company's culture and learning processes were built. Based in Westport, Connecticut, Bridgewater is the largest hedge fund in the world, with more than $150 billion of funds under asset management for approximately 350 clients and a workforce of over 1,300 employees. The company was founded by Ray Dalio, who is still the controlling owner. This chapter considers the Bridgewater business model and Dalio's principles, including what he calls Radical Transparency and his conceptualization that systems and businesses can be thought of as machines. It also looks at people—the hiring, training, and measuring of employees and the personal transformation journey one goes through in adapting to the Bridgewater learning environment.
Edward D. Hess
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231170246
- eISBN:
- 9780231538275
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231170246.003.0001
- Subject:
- Business and Management, Innovation
This book provides an actionable blueprint that makes use of science to build a leading-edge learning organization. More specifically, it explains how one can become a better and faster learner and ...
More
This book provides an actionable blueprint that makes use of science to build a leading-edge learning organization. More specifically, it explains how one can become a better and faster learner and how to create an organization that is more adaptable and learns better and faster than the competition. It thus examines the process of learning from an individual and an organizational standpoint. From an individual perspective, it considers the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, it looks at the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that fosters critical and innovative thinking, learning conversations, and collaboration. The book takes an indepth look at three exemplary learning organizations and the lessons they offer: Bridgewater Associates LP, Intuit Inc., and United Parcel Service Inc. (UPS).Less
This book provides an actionable blueprint that makes use of science to build a leading-edge learning organization. More specifically, it explains how one can become a better and faster learner and how to create an organization that is more adaptable and learns better and faster than the competition. It thus examines the process of learning from an individual and an organizational standpoint. From an individual perspective, it considers the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, it looks at the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that fosters critical and innovative thinking, learning conversations, and collaboration. The book takes an indepth look at three exemplary learning organizations and the lessons they offer: Bridgewater Associates LP, Intuit Inc., and United Parcel Service Inc. (UPS).
