Needs, Drivers and Strategic Benefits

Needs and drivers that our “Communities of Practice” services meet

  • Investment in leadership programmes needs to be leveraged by the formation of alumni communities, important opportunity for even greater learning and improved results
  • A more collaborative culture and a culture where employees feel more engaged and involved is a vital condition for improved business results
  • Replicating past successes doesn’t assure the future; innovation is a must. Connecting people across the organisation and providing a forum for learning, sharing and growth is essential to support and accelerate both sustaining and disruptive innovation
  • Failure to rapidly apply “best known methods” in response to a situation in one part of the system, which has already been successfully addressed in another, has a negative impact on business results
  • Sharing a base of knowledge in a network of professionals accelerates the bringing new hires up to speed and fosters of capability development throughout the network

Strategic benefits for organisations:

  • Speed of replication and scaling up of community-enabled business results and good practices
  • Acceleration of innovation and development at individual and collective level
  • Better knowledge sharing and retention: attention on person-to-person exchange and organisation of relevant knowledge; informal peer coaching and learning rather than just sharing of information; particularly useful not just for new joiners, but also ‘new movers’: people who move across the business or get to lead new teams (including project teams) enabling transfer across ‘silos’/teams/departments
  • Cutting across hierarchy and organisational barriers; creating new partnerships and synergies and providing a fertile ground for innovation
  • Sustainable mechanism for stewarding core organisational competences
  • Developing “collective intelligence” at the level of the team, business unit/department or the organisation as whole, defined as the fitness of the group to:
    • Solve problems better than any individual member could
    • Enable its members to reach their full creative potential
    • Co-evolve with its organisational environment toward higher performance through mutually supportive relationship and permanent innovation
  • Increased personal connection with and hence loyalty to the organisation, therefore increased role in talent retention. Enhancing employee engagement – with people connected in communities of practice becoming more engaged, active members of the organisation.