Having achieved excellence in matters of quality, cost control and compliance, this highly successful multinational manufacturer had CPD systems and practices structured to match its high-compliance requirements in a regulated sector when it first gained CPD Accreditation.
The audit report encouraged the top management team to examine the effect its all-pervasive ‘total compliance’ culture was having on Learning and Development. When they did so, they got a surprise. Levels of quality and compliance were very high but levels of creativity and innovation were not, leading to a dearth of new products in the pipeline. The new CPD strategy for the organisation prioritised good practices in 5A, in order to balance high compliance levels with high levels of creativity.
With ‘Creativity’ firmly embedded as a required behavioural standard, the organisation’s focus is now on transforming this capability from 5A to 5C over the coming years to ensure flexibility and adaptability among engineering staff.