Learning expedition

First and foremost, it is necessary to define precise objectives for this moment of exchange and inspiration. Indeed, the objectives of a learning expedition must be in line with the context and needs of the organizing company, and must target the specific challenges.

Consequently, the choice of the targets to be visited (counterparts in other industries, institutions, start-ups, etc.) and their role (top management, operational decision-makers, etc.) is another key element in the success of a learning expedition. It is important to select organizations and stakeholders having the capability to answer your questions with a strong experience in the domain to be explored. They also need to be willing to transparently share relevant experience and actionable practices.

What criteria to define to select relevant targets and how to find them? How to measure the success and impact of a learning expedition?

In order to create a smooth experience, taking care of the environment is crucial. In practice, this means:

• Considering logistical aspects at an early stage to ensure smooth running, and to enable participants to focus on the wealth of information and their collective learning
• Favoring places favoring exchange and inspiration to stimulate creativity and new ideas, to break away from the traditional modus operandi and bring out relevant discussions

Enable everyone to make their own contribution by acting as a facilitator of discussions or sessions

In addition, it is essential to punctuate the “supervised” exchanges with informal times to create links within the group, with a focus on the level of conviviality.

What are the golden rules to ensure a smooth exchange? What are the logistical requirements for the expedition (e.g., location, transportation, equipment, …)?

To ensure the success of the learning expedition and the continuity of its impact beyond the end of the trip, it is important to select the right participants. Indeed, the persons who will take part of the expedition need to be the ones involved in the following transformation. The learning expedition can serve both an objective of getting key insights from the experience of visited companies but also ensuring the commitment for later operational work.

Also, this is important to think all the way how to transform insights into actions once back into the original organization set up. To do so, an outside eye and facilitator is key to synthesize the exchanges, analyze the various information exchanged, and raise opportunities with regards to and beyond the initial objective. This can be done, for example, in the form of an expedition logbook, gathering all insights and associated outputs for the organizing company.

The latter can be used to present the findings of the exploration to all members of the organization, and to put into practice the lessons learned during the expedition. It can also be used to spotlight the participants, highlighting their involvement while promoting new, more outward-looking ways of learning.

How to select the right stakeholders to join the learning expedition? How to ensure the transformation of insights into actions after the expedition?