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Knowledge management has attracted much attention as a key strategy to organizational success and survival in today’s unpredictable and highly competitive environments. And yet, unless people in organizations possess the learning capability to use knowledge creatively, a well‐developed knowledge management system cannot be directed at sustaining profitability. Managing knowledge involves both perspectives and tools for learning. This paper examines the concept of learning and explores training strategies to promote the ability to learn, which can guide the design of training interventions and the development of a knowledge management system. Learning in organizations is a complex and multi‐level process. The challenge is how to nurture organizational members to enhance their own learning capabilities and contribute to other people’s learning. Among training strategies proposed in this paper, encouraging the reflection process, knowledge transfer and knowledge construction, experiences to work on practical problems, discourse practices involving collaboration and interaction, the development of his/her own model, and systems thinking present critical strategies to consider in designing training experiences or events. It is suggested that training strategies presented in this paper should be aligned with structural, cultural, and managerial issues together to nurture the learning capability.

To study the risks, and benefits, to companies or introducing new products to the market.

This briefing is prepared by an independent writer who adds their own impartial comments and places the findings in context.

Ahn‐Sook Hwang describes Korean cosmetic company AmorePacific's integrated approach to innovative technology, marketing and management to win market share against domestic and global competition. Patrick Barwise and Seán Meehan say, as products and services become more and more alike, customers aren't looking for “something different”, but something which works well. Anurag Sharma and Nelson Lacey study the new product development process of the US pharmaceutical industry to determine whether or not a steady stream of new product innovations has a beneficial effect on firm performance.

Prompts organizations to ask themselves why they are introducing new products. Introduces the argument that striving to “be better” may be an alternative to a constant search for new products.

This article presents a case study for designing a workshop for strategic planning. By describing the process of selecting, designing, and implementing a manufacturing strategy workshop as a marketable instructional product in a high‐tech company, the article illuminates the role of training and development in strategic planning. It describes how a workshop for manufacturing strategic planning was selected and developed by taking a market‐oriented approach to reflect customer needs. The interactive, collaborative design process among stakeholders was practiced, and a continuous needs assessment was employed to explore and exploit customer needs throughout the design cycle. The workshop covered both the conceptual and the experiential, and learning‐by‐doing was a key instructional strategy adopted. The article concludes by discussing key learnings acquired.