Introduction

Over the past 50 years, Old McDonald's Farms has grown from a single establishment to a

network of 150 farms, employing over 2,500 individuals. In the last decade according to

Leder in 2012, the company's success has been driven by a strong focus on quality and

operational efficiency, achieving a 7% Compound Annual Growth Rate (CAGR) and ₦10

billion in earnings. These gains have enabled the company to reinvest in technological

advancements and sustainability initiatives. Despite facing competition, Old McDonald's

holds a 35% market share in the vegetable produce sector, as reported in the 2023 Agri-

Report. As president, the primary goal is to build a learning organization that fosters talent

retention, reduces employee turnover, and develops future leaders, ensuring continuous

growth through a culture of learning and leadership committed to development.

Creating a Supportive Learning Environment

Edmondson (2019) emphasizes that the transformation of Old McDonald's Farms into a

learning organization is rooted in building a corporate culture that fosters continuous

learning, innovation, and adaptability. By embedding shared values throughout the

organization, employees are encouraged to take risks, present new ideas, and question

existing practices. A strong commitment to psychological safety is essential, allowing

individuals to learn from mistakes without fear of repercussions. Studies show that

organizations with high levels of psychological safety are more innovative and productive, as

employees feel empowered to actively contribute to ongoing improvements (Harvey et al.,

2019).

In agreement with Newman et al., 2017, psychological safety is becoming increasingly

important to organizational success in today's business environment, given the requirements

for employees to share information and exchange ideas with other team and organizational
members in the attainment of shared goals. Managers and leaders will receive training on

creating psychologically safe spaces where employees feel supported. Studies demonstrate

that when employees feel safe, they are more likely to innovate and engage in learning

activities.

A broad range of training opportunities will be introduced, covering both technical and soft

skills. For example, employees will be introduced to workshops, mentorship programs, and e-

learning platforms that are easily accessible. Providing employees with learning opportunities

will lead to a more agile and adaptable workforce, positioning the company for long-term

success.

Establishing Concrete Learning Processes and Practices

The implementation of structured learning processes is essential for fostering the continuous

development of employees across all organizational levels. By establishing a well-defined

training and development framework, we can effectively transition from informal, on-the-job

learning to a formalized system that promotes both personal and professional growth. This

approach will ensure sustained advancement and skill enhancement within the workforce.

 Training Programs for All Employee Levels:

Implementing a comprehensive, multi-tiered training curriculum designed to meet the

development needs of employees at all levels this includes targeted programs focused

on technical skills for farm workers, leadership development for supervisors and

managers, and strategic workshops for executives. This defined structure ensures that

all employees have access to learning opportunities that align with their professional

growth and the organization's objectives.

 Farm Workers: Training focused on foundational skills such as sustainable farming

practices, precision agriculture, and equipment handling. These workshops aim to

to optimize crop yields, and ensure the safe operation of machinery. The goal is to

improve performance and promote long-term sustainable practices.

 Supervisors and Managers: Supervisory and managerial staff engage in leadership

development programs and strategic thinking workshops, preparing them for higher

levels of responsibility and organizational impact.

 Executives: Executive leaders participate in advanced leadership programs that

emphasize decision-making, innovation, and change management. Such as

participating in the globally recognized John C. Maxwell Certification Program.

Certifications like this enhance their ability to navigate international business

challenges and capitalize on global opportunities (Bhat et al., 2022).

Learning Management System (LMS):

We will deploy a robust Learning Management System (LMS) to provide employees with

access to online courses, track their progress, and facilitate certification upon completion.

This platform ensures flexibility, allowing employees to integrate learning into their

schedules without disrupting their day-to-day responsibilities. According to Van-Wart et al.,

2020, LMS will serve as a centralized hub for courses, webinars, and educational resources,

with built-in progress tracking and certification management.

To further support employee development, we will introduce coaching and mentorship

programs. These initiatives will pair employees with experienced mentors who can provide

industry insights, personalized guidance, and career development support. Research has

demonstrated that mentorship accelerates professional growth and career progression (Ragins

& Kram, 2007).

Leadership that Reinforces Learning

leaders must actively demonstrate their commitment to learning, setting the tone for the entire

organization. Effective leadership can create a ripple effect that encourages continuous

development and growth across all levels of the company.

Leadership Strategies by (Bhat et al., 2022 and Ragins & Kram, 2007):

 Executive Sponsorship of Learning Initiatives:

The executive team will take an active role in championing learning programs,

ensuring they are strategically aligned with the organization’s business objectives. By

attending workshops, participating in training sessions, and allocating necessary

resources, executives will visibly support and prioritize employee learning. This top-

level engagement will underscore the importance of lifelong learning as a key driver

of both individual and organizational success.

 Managerial Support for Learning:

Mid-level managers will be equipped to integrate learning into the daily operations of

their teams, acting as role models who exemplify continuous learning. Through

constructive feedback, coaching, and encouragement of innovation, managers will

play a critical role in fostering team growth. They will also be responsible for linking

learning objectives with individual performance goals, thereby creating a culture of

growth and development within their teams. This hands-on involvement is essential

for cultivating an environment where learning is valued and supported at every level.

Addressing Resistance to Change:

Not all employees will immediately embrace the transition toward a learning-focused

organization. To mitigate resistance, we will clearly communicate the benefits of learning and

its alignment with career advancement. Employees will be reassured that learning initiatives
will not impede their core responsibilities. Moreover, by involving employees in the design

and structure of training programs, we will foster a sense of ownership, reducing resistance

and increasing buy-in. This participatory approach will highlight the direct link between

learning and professional growth, encouraging broader acceptance and enthusiasm for the

change.

References

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Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of

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