This paper aims to review the latest management developments across the globe, in particular bringing the world of L&D, OD and Strategy together as a cohesive unit. This has practical implications and is informed by qualitative cutting‐edge research and case studies.
This briefing is prepared by one of the consultants who was working on the project, and hence it describes the phenomenological experience while also complementing this with further reflections to enrich the learning attained from this process.
The paper describes how Ashridge Consulting, part of a leading European business school, worked in collaboration with The National Trust, the charity which conserves heritage buildings and places in England, Wales and Northern Ireland – to provide a development program for Functional Advisors. Insight is provided into the benefits of a relational approach to consulting and working collaboratively to provide tailored Learning and Development intervention at a time of strategic change. Also, a high level overview is provided of an inquiry approach and the importance of a co‐created design to ensure success of a significant investment for organizations. A robust evaluative inquiry demonstrates how participants and those who benefit from their services and expertise have benefited and makes it clear that dynamic learning translated into action at individual and systemic levels is having positive impact on the Trust's ongoing success.
The paper provides insight from credible practitioner researchers who offer strategic insights and practical thinking that has made a difference to a large organization and can be translated for other leading organizations.
This paper emphasizes the importance of attending to relationships and building connections as a way of supporting change that is sustainable in the long term rather than focusing on short‐term benefits.
The paper provides insight for leaders, executives and researchers by clearly illustrating through a real and ongoing consulting intervention how an L&D intervention can be integrated into an OD intervention within the wider strategic context. This brief may be helpful at times of much change.
