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The organization is stuck in a rut. People repeat the same mistakes, come up with the same ideas, and have the same conflicts over and over.
Partnering Resources helps organizations:
- Collaborate across divisions in order to develop innovative solutions
- Analyze a complex issue to find a solution that sticks
- Create cross-organizational relationships that benefit all entities
For example, Partnering Resources brought together over 40 people from 10+ different departments to find a solution to a knotty problem: how to decrease the year-end close cycle by 30 calendar days. Participants mapped the current process, brainstormed “out of the box” solutions, and committed to improvement efforts. This launched an intensive redesign effort. The result: the group met its goal—months ahead of schedule.
For another client, Partnering Resources helped design a comprehensive strategy for boosting innovation. It included a physical collaboration center on site, cross-functional learning opportunities, employee-sponsored brown bag sessions, an innovation steering committee, and a learning assessment. The result: increased energy and engagement, collaboration, and problem solving.
Read one Knowledge Management Director's story of how her company developed its learning culture:
"Our organization had developed a culture of hoarding knowledge, which was seriously impeding our ability to adapt to ever-changing business needs and to deploy new technologies. To address this gap, our organization embarked on a learning strategy. The mission of the learning strategy was to increase flexibility, agility, and leadership though knowledge and learning. Our vision was to create an organization of values-driven, high performing workforce of planful thinkers who take responsibility for collective knowledge sharing in service of the organization. Maya was key in assisting us in designing an assessment of our current practices and developing innovative initiatives to support our learning strategy vision. Two key learning strategy components emerged that were critical to our success: a cross-functional steering committee and an innovation space.
"Steering Committee - Our work was driven by a core group from the workforce that cultivated and sustained the learning strategy. They were responsible for oversight and guidance of the innovation space and all learning initiatives and events within the organization. By engaging the Steering Committee, we integrated the learning strategy into the fabric of our work and infected our organization with the 'learning bug.'
"Innovation Space - Our most impressive achievement was the creation of a physical innovation center in our organization. It's like nothing else in the company: colorful, creative, engaging, full of journals and books about our industry, comfortable chairs for talking and reading, and state-of-the-art technology. We use it for brown bag lunches, community of practice meetings, and brainstorming sessions. It has been replicated in other areas of the company, who have admired the results we've achieved through the innovation center.
"I can't imagine implementing our learning strategy without Maya's creativity, thought leadership, and collaboration."
