Building Cultures That Learn
with Naomi Reed — Organizational Psychologist · Advisor, LVMH and Patagonia
How Organizations Actually Learn
Every organization claims to be learning. Few actually are. The difference shows up in how mistakes are surfaced, how decisions are revisited, and how knowledge moves between people who will never meet.
Naomi Reed draws on twenty years of field research to share the small, repeatable practices that turn a culture into a learning system — and the well-meaning policies that quietly suppress it.
Naomi Reed
Naomi Reed is an organizational psychologist whose work has shaped culture and learning practices at LVMH, Patagonia and the Mayo Clinic.
She is a faculty associate at INSEAD and a recurring contributor to MIT Sloan Management Review.
Her book Quiet Engines examines the everyday rituals of organizations that compound knowledge faster than their peers.
Four outcomes you will leave with
- 01Design rituals that turn individual lessons into organizational memory.
- 02Diagnose the policies that quietly punish honest reporting of mistakes.
- 03Build feedback loops that survive turnover, restructuring and growth.
- 04Lead a learning culture without depending on a single charismatic leader.
"A culture does not learn by accident. It learns because someone protects the conditions that allow it to."
Structure & Format
Downloadable Resources
