Energized Learning Organization™ (ELO)

Organizations the world over are essentially facing the same challenges of improving employee engagement, employee retention, innovation, better team work across organizations and low execution skills. There are usually few platforms for active learning and collaboration across business lines.

Pragati's Energized Learning Organization™ (ELO) is a comprehensive organizational change program that caters to all of the above challenges. ELO facilitates the creation of a self-sustaining culture of learning and innovation which builds higher levels of employee engagement and consistently delivers breakthrough results.

The benefits of this approach would be to build the capacity of the entire organization to initiate and sustain learning without any external support and to put the learning to test by taking up action projects. A high level of commitment to learning and teaching will be built up in the organization. This is indispensable for excellence in the Leadership role.

Our model of Energized Learning Organization™ (ELO)

Value Proposition

• Ongoing and sustained improvement in the ability to learn and innovate
• Energized, enthusiastic and engaged team members, who actively learn and share, delivering more value to their work
• Development of initiative and leadership at all levels
• Pride in the organization and the individual's role
• Enhanced joy and well-being

Uniqueness of ELO™

• A business linked intervention supported by robust pre and post intervention assessments
• Judicious mix of training, coaching and action learning
• Creating a self-sustaining movement in the organization by creating a cadre of i-Catalysts, sustaining the energized learning in the organization
• Facilitating the acceleration of learning and innovation in the organization

Snapshot of the Process

	Step 1: Preparing the ground This is a pre-intervention step and involves a survey of the organizational climate of the organization. This involves studying the processes that are required for learning and innovation. An innovative process, which involves branding and communication, is set up. An internal task-force to spearhead this intervention is put in place.
	Step 2: Igniting the spark This step involves building the awareness and orientation of the Leadership team for their role as mentors and champions of Innovation and Learning in the organization. At this stage, an organization wide playshop is organized to unleash the creativity of all the employees in the organization. Innovative themes are arrived at, using processes like Open Space Technology. The execution of these is lead by cross-functional teams. Projects chosen are strategic ones which will enhance organizational productivity. Identification and training of of i-Catalysts (Change Agents) is completed. These i-Catalysts are trained in driving organizational change and learning.
	Step 3: Expanding the fire The innovation process is now deepened. Detailed planning is done with i-Catalysts and Cross-Functional teams for implementation of the projects. This involves partnering with i-Catalysts and creating periodical touch points to sustain the spirit of innovation in the organization. It also involves review of the intervention at various levels.