Brilliant! As a naval engineer I apply this to the United States Navy. The decisive advantage in the Fourth Industrial Revolution may not belong to the nation with the best individual technologies, but to the nation whose institutions learn fastest.
The transition from the industrial-age fleet to the “New Robot Navy” is therefore less about replacing sailors with machines than replacing slow institutional learning cycles with software-speed adaptation.
In that sense, autonomy, AI, digital shipyards, and distributed manufacturing are not separate revolutions. They are components of a larger learning system. The future fleet is not just networked. It learns.
I often asked myself, why is it so difficult to apply what you explain in your articles. I think a big part is how we think about others. When leaders think they have to lead people, than the hidden message is: because you don't know what I know. And that is the barrier. In the moment where the leaders think they know more than others, the organizational learning cannot happen. I think a prerequisite of organizational learning is to accept that nobody is "above" or knows more than others. We must learn together. It starts with the mindset. What do you think?
Yes! A lot of what I rally against is this "performance theater" stop focusing on "morale" and "leading people" and just look objectively at problems as they are, then try to solve it.
I assure you, the person who does this well is 10x the leader who focuses on motivation. The rank and file will notice too.
Brilliant! As a naval engineer I apply this to the United States Navy. The decisive advantage in the Fourth Industrial Revolution may not belong to the nation with the best individual technologies, but to the nation whose institutions learn fastest.
The transition from the industrial-age fleet to the “New Robot Navy” is therefore less about replacing sailors with machines than replacing slow institutional learning cycles with software-speed adaptation.
In that sense, autonomy, AI, digital shipyards, and distributed manufacturing are not separate revolutions. They are components of a larger learning system. The future fleet is not just networked. It learns.
A network of learners perhaps?
I often asked myself, why is it so difficult to apply what you explain in your articles. I think a big part is how we think about others. When leaders think they have to lead people, than the hidden message is: because you don't know what I know. And that is the barrier. In the moment where the leaders think they know more than others, the organizational learning cannot happen. I think a prerequisite of organizational learning is to accept that nobody is "above" or knows more than others. We must learn together. It starts with the mindset. What do you think?
Yes! A lot of what I rally against is this "performance theater" stop focusing on "morale" and "leading people" and just look objectively at problems as they are, then try to solve it.
I assure you, the person who does this well is 10x the leader who focuses on motivation. The rank and file will notice too.
Michael, we need more of this type of thinking in our industry - let’s move away from isolated learning events and quick fixes. Thanks for sharing
Thanks for that feedback! Please share with others