Complementary Role of Organizational Learning Capability in New Service Development Process

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Private telecom companies have financial strength, variety of value-added service offerings, aggressive and robust marketing strategies with the latest technologies and sound customer and employee relationship. The article used both qualitative and quantitative research methodologies to answer the questions asked. It launched a pilot survey among 12 experts from seven leading telecom service providers to validate the findings of previous similar literature on the subject. This is moving from general to specific. He was able to pass across his message in clear terms by making use of tables (which is the simplest form of data structure)
1) to be competitive in today’s business environment, executives in public sector companies, in particular, are suggested to manage the NSD process as a dynamic learning process and not as a bureaucratic process. That the NSD process should be fast and flexible so that it is more responsive to changes and uncertainty.
2) in managing a dynamic learning NSD process, it is very important that all organizational executives should understand how they can perform their leadership tasks to facilitate the development of the organizational learning capability. They should plan proactively to realize NSD objectives that serve organizational targets. The integration of leadership tasks among executives at all organizational levels should be considered as one of the key success factors.
3) That executives have to provide clear communication and organizational vision and develop growth strategy through NSD programs in line with the organization’s direction which will help in organizational resources.
4) That the HR executives and NSD executives should identify and continuously update knowledge and skills to develop employees and executives in each specific area of their function.