The Three Learning Generations - Deepstash

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The Three Learning Generations

The Three Learning Generations

Acquiring/Storing Knowledge

The first generation focuses on acquiring and codifying knowledge through documentation and training. This captures institutional knowledge but risks rigidity.

Optimizing Efficiency

The second generation optimizes processes and structures for maximum efficiency based on product and business lifecycles. However, this adaptability is limited.

Continuous Real-Time Improvement

The third generation creates rapid autonomous learning loops to iterate offerings in real-time based on data. This accelerates innovation and adaptability.


230 reads


The Five Types Of Talent Required

The Five Types Of Talent Required

Foundational - People who operate and execute the core functions of a company.

Rotational - People who fulfill specialized roles periodically as needed by the organization.

Contingent - People who provide niche skills and services for...


285 reads

The Job Requirements Of The Upcoming Era

The Job Requirements Of The Upcoming Era

With constant change, vital skills expand beyond technical abilities.

Workers need mental agility, social-emotional intelligence, creativity, judgment, sensemaking, and empathy to thrive in uncertainty.


234 reads

The Bottom Line

The Bottom Line

The priority is creating workplace cultures and systems where people can rapidly learn, adapt, and innovate together in a healthy environment - not rigid structures optimized for short-term extraction of value from human capital.

This shift requires leaders to be more systems-orient...


204 reads

No More Straight Line Career Paths

No More Straight Line Career Paths

Linear career paths are disappearing as jobs rapidly evolve. With AI transforming roles, current jobs may not exist in 18-24 months.

Careers will follow nonlinear trajectories requiring continuous adaptation.


422 reads

Upskilling And Reskilling For The Future

Upskilling And Reskilling For The Future

  • Automation tackles repetitive low-value work.
  • Algorithmic atomization handles mid-value predictable work.
  • The most valuable work requires complex human augmentation and collaboration.
  • Workers must continually upskill in technical and soft skills.


350 reads


Continuous learning and disruption are uniquely human and enable people to adapt to changing circumstances



401 reads

Not Jobs, But Skills

Not Jobs, But Skills

Given career volatility, youth need adaptability - not fixed job aspirations.

With an average 17 job changes over a lifetime, workers must cultivate transferable skills and resilience.


251 reads

Leaders Must Adapt To The New World

Leaders Must Adapt To The New World

In the past, many leaders focused on extracting maximum value and efficiency from processes and employees - often fostering competitive, non-collaborative environments.

However, in a fast changing world, merely optimizing the status quo is insufficient. Leaders now need to enable co...


224 reads




Quantity Surveyor

In The Adaptation Advantage, author Heather McGowan examines how the pace of change in technology, business, and society requires organizations and individuals to become more adaptable. She provides guidance on how leaders and workers can develop the mindsets and skills to thrive in an uncertain future.


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