With respect to the problems Telstra faces in terms of organizational learning, the review strategy should focus on different aspects like the kind of knowledge communication and reflection to be used, the users of knowledge, different requirements related to learning, etc. The lack of knowledge or training should be identified in different levels of employees, and, they should be trained appropriately as per their knowledge requirements. For example, in case of the customer care, the customers should be surveyed to find out their complaints. The repetitive 100 point identification system should be controlled and the IT department should cooperate with the customer support and other services. The security should be set up and decisions should be taken about providing the right to access to specific employees. The existing sources, storage and systems should be implemented in the best possible ways. It should be ensure that the current content is correct, applicable, timely and weeding. The employees have low morale due to the layoffs. They need to be motivated by introduction of rewards, appraisals, etc. Ephemeral experiences like informal writings, such as e-mail and instant messages should be monitored, but not restricted. Most of the commercial efforts of knowledge management at Telstra have included the construction of some form of corporate memory to capture skill, learning to speed to help the organization to remember, to record the rationale for the decision, achievements document or to learn from past failures.
在组织学习方面的问题方面的Telstra的面孔，复习策略应着眼于知识的传播和反射像那种不同的使用方面，知识的用户，学习相关的不同要求，等方面的知识或缺乏训练应在不同层次的员工，确定，他们应该有适当的训练为他们知识的要求。例如，在客户服务的情况下，客户应调查，找出他们的投诉。重复100点识别系统应控制和IT部门应与客户支持和其他服务合作。安全应该建立的决策应该提供访问特定员工的权利。现有的资源，存储系统应在尽可能最好的方式实现。要确保当前的内容是正确的，适用的，及时除草。员工们士气低落，由于裁员。他们需要受到奖励，考核等短暂的经验介绍，如非正式的著作，如电子邮件和即时消息应该被监控，但没有限制。大多数Telstra的知识管理的商业努力包括某种形式的企业存储建设捕捉技能，学习速度以帮助组织记忆，记录理的决定，成果文件或从过去的失败中学习。
