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/9780231170246.003.0011
- Subject:
- Business and Management, Innovation
This chapter examines the development and scaling of United Parcel Service Inc. (UPS) as a High-Performance Learning Organization (HPLO). UPS began as a messenger service in Seattle in 1907 and rose ...
More
This chapter examines the development and scaling of United Parcel Service Inc. (UPS) as a High-Performance Learning Organization (HPLO). UPS began as a messenger service in Seattle in 1907 and rose to become the world's largest package delivery company, with $54.1 billion in revenue in 2012 and a workforce of almost 400,000 employees. The company is a powerful example of how scale and operational excellence can be achieved through a system that, enabled by employee-centric policies and technology, drives constant learning, improvement, and adaptation. This chapter discusses four primary strands that underlie UPS's DNA: mutual accountability implemented through a maniacal focus on measurements; constructive dissatisfaction; a legacy of industrial engineering process improvement; and an employee-centric culture supported by human resource policies that result in a highly engaged, loyal, and productive workforce.Less
This chapter examines the development and scaling of United Parcel Service Inc. (UPS) as a High-Performance Learning Organization (HPLO). UPS began as a messenger service in Seattle in 1907 and rose to become the world's largest package delivery company, with $54.1 billion in revenue in 2012 and a workforce of almost 400,000 employees. The company is a powerful example of how scale and operational excellence can be achieved through a system that, enabled by employee-centric policies and technology, drives constant learning, improvement, and adaptation. This chapter discusses four primary strands that underlie UPS's DNA: mutual accountability implemented through a maniacal focus on measurements; constructive dissatisfaction; a legacy of industrial engineering process improvement; and an employee-centric culture supported by human resource policies that result in a highly engaged, loyal, and productive workforce.
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).
