Abstract
Abstract “Becoming a Learning Agile Organization” describes the most prevalent cultural attributes and talent management methods of learning agile organizations. Overall, it is shown that the same learning agile attributes on the individual level (e.g., quickly learning from experience; being strategically focused, willing to experiment and take risks; understanding one’s personal strengths and limitations; and being responsive to feedback) transcend to organizations that are highly learning agile. For example, leaders in learning agile organizations tend to be approachable and empathetic, and they promote a high degree of psychological safety that promotes experimentation and learning. Recommendations are provided to promote organizational learning agility by optimizing talent management practices, including talent differentiation, staffing, career management, talent development, and succession planning.
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