Through the creation of a performance support-oriented interface, the desktop system becomes a representation of the decision process, imbedding all information resources in the appropriate context, and including a wide variety of knowledge bases to support performance. The logic of the job, as translated by a high performer, is directly embedded into the logic of the system. Most companies also fail to use their IT infrastructure as a strategic communication platform that can be used to boost performance. Performance acceleration efforts can guide the use of IT to unlock the kind of business impact executives have been looking for. It can do so rapidly, using the existing IT infrastructure, which can still be used for its existing functions.
Technology can serve as a repository for knowledge bases that can be mined.
Through technology, insight is captured and shared, outcome can be altered and performance can be improved real time. The goal of building a learning organization is to achieve continuous, improved performance. Building a framework that mobilizes learning at the business, process and individual level and pursuing it aggressively - will allow companies to transform themselves. When a large insurance company wanted to shift to a specialty insurer, the executive team was faced with a monumental task of revamping major business processes and reskilling thousands of underwriters and claims agents. Using a workshop to encourage creative suggestions from top performers, and engaging these top performers in the design and creation of desktop performance support systems, they were able to provide underwriters with the information and training needed to dramatically improve policy development, and to share insights and experiences with claims agents.