3 minute read
Driving Organisational Growth and Individual Learning: Maximising R&D Impact through a Cluster-Based Operating Model
In today’s dynamic business landscape, continuous research and learning is no longer a luxury but a paramount necessity to achieve both individual and organisational growth, innovation, and success.
Organisations must invest in research and development (R&D) to drive organisational success. R&D can lead to different innovations in business, amongst which are the development of new products and services, improved processes, new ways to interact with customers, and the development of autonomous learners.
This short read focuses on the different stages involved for organisations to maximise the impact of their R&D efforts through the setting up of a cluster-based operating model and its impact on developing autonomous learners within your organisation.
Stage 1: Identify the Main Strategic Pillars of the Organisation
Organisations should start by clearly identifying the main strategic pillars and revenue streams on which they will base their business growth. Upon doing so, an organisation will be able to carry out a needs assessment to identify which areas must be researched and further developed to be able to realise its strategic growth together with the areas within which individual employees must upskill themselves as part of their learning development plan.
Stage 2: Setting-up of Clusters
Rather than a traditional hierarchical structure, clusters are cross-functional groups of employees who operate as agile units, fostering collaboration and knowledge sharing. Each cluster is led by a cluster leader (a team member who is in a leadership position), responsible for orchestrating and monitoring research initiatives within the team.
Organisations should organise clusters around the different strategic pillars of the organisation and the focus areas should mirror the strategic priorities of the organization. This ensures that each cluster is able to drive the strategic growth of the organisation and maximise the ROI of such an operating model. Consequently, each cluster will be responsible for researching and, where needed, developing further business processes, methodologies, and digital tools needed to achieve the strategic goal of the cluster’s assigned pillar.
Furthermore, the members of each cluster must be carefully selected to ensure that the strategic focus of the cluster is aligned with the intrinsic learning motivation of each member. As a result of this, a cluster-based research model can help cultivate an intrinsic desire to learn which leads to the development of autonomous learners.
Stage 3: Making Time for Research
Although employees are inclined and interested in carrying out research related to their line of work, deadlines and pressing work matters often bump research time aside. Therefore, cluster leaders must ensure that their teams can make time for research tasks. One way on how this can be done is via an informal focused research session whereby all members of the same cluster meet and carry out research together. Like this, each cluster member is present and any discussions and clarifications can be held during the same session, making the research process more efficient and productive.
Although research is carried out via a cluster-based model, employees will be learning individually as part of the research they are carrying out within their respective clusters, which will further contribute to the development of autonomous learners within the workplace.
Stage 4: Implementation of the Operating Model
The implementation of the operating model requires a digital repository where each cluster can record its R&D activities and track its members’ learning. R&D activities can be automatically linked to an R&D form that each cluster member will complete upon finalisation of an R&D process. Whilst individual employees must take ownership of their R&D initiatives within their cluster and their learning, it is the responsibility of the cluster leaders to ensure that their cluster is assigning time for R&D and learning.
With the implementation of this operating model, cluster leaders together with the business leader can then identify which, for example, new knowledge, tools, and technologies can be implemented to enhance the current products, services, and processes that the business is currently using.
Conclusion
An effective R&D operating model isn’t just about ticking boxes but it’s about creating a space for R&D in the operating ecosystem of the organisation. This will fuel both individual and business growth and innovation. By aligning R&D with the business goals, employees’ intrinsic learning motivation, embracing a comprehensive strategy, leveraging technology, and fostering a culture where research is prioritised, corporate companies can unlock the full potential of their workforce.
