Can Willingness to Learn Drive Your Business Forward?

Throughout my professional career, I have been keen to take on new challenges, to learn more and to challenge my own thinking. In some cases, I have had the opportunity to introduce new thoughts and ideas to colleagues and customers. That is my biggest motivation.

There are not that many professions or lines of business where you can say that you do not need to learn anything new. In our business, it is really interesting to see how we here at the office need to adapt to new suggestions and ways of working while also seeing that our collaborators, the translators, also need to learn something new every day. And the line goes to our dear customers too. As I wrote earlier, to ensure getting high-quality translations there are a couple of things to take into account. So it is a learning process from start to finish.

In discussions with customers, I have received feedback that it is outstanding that we really want to understand what the other person wants or needs and use this insight in developing how Transfluent does business.

We are living interesting times right now! As we work in a crowdsourcing business we thought it appropriate to run a crowdsourced investment round. Adding to the mix the outstanding professionalism Wordnerd brings to the table there are plenty of changes right now.

It is not knowledge, but the act of learning, not possession but the act of getting there, which grants the greatest enjoyment. – Carl Friedrich Gauss

I am a bit of a book worm. I tend to have two books open all the time, one fiction and one more business related. Some weeks ago I finished reading a great book: Reinventing Organizations by Frederic Laloux. The book is excellent reading for anyone working in a changing environment. One of the great things about the book is that you can download the book and pay what feels right after reading it. This is the great example of rethinking the value chain of a traditional business.

The book talks about different kinds of organizations and gives directions and thoughts on how to create a self-steering organization without much of a structure. This is the direction many organizations big and small are moving toward. This kind of structure without line management calls for high level of trust among employees and meritocracy on all levels. One of the biggest strengths in this kind of organization is that it is quick to adapt to changing business environment. Also, there is plenty of room to learn and develop the way work is taken forward. I strongly recommend everyone reading at least the first 170 pages of the illustrated version (that’s what I actually read) to inspire you as your business grows.


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