Business Partnering at Scale: Building Capability in a Multi-National Organisation
Client: A leading agribusiness and FMCG manufacturer with multiple operations across Africa
Industry: FMCG / Agribusiness (Manufacturing)
Focus: Enterprise-wide Business Partnering Programme; Blended Learning; Action-Learning; Competency Framework; Learning Experience & Design
What They Were Up Against
The organisation operates across multiple countries with diverse business units and functions. Over time, regional operations began functioning as silos, resulting in fragmented communication, inconsistent ways of working, and limited alignment on strategy.
The business also lacked a shared understanding of what “business partnering” meant, and capability levels varied across geographies. This created inconsistent expectations for the role and uneven impact across functions. A recent operating model change had made business partnering a critical capability across all regions, yet there was no common definition, framework, or development pathway to build this skill consistently.
If left unresolved, the risks included:
Reinforcing “us vs. them” dynamics between different regions and functions
Limited knowledge-sharing across countries
Mixed messaging to stakeholders and external partners
Unclear expectations for the business partner role, reducing effectiveness and credibility
Duplicated effort, slower decisions, and missed opportunities to scale
Where We Chose to Focus
Through in-depth interviews and working sessions with senior stakeholders across functions and geographies, we surfaced lived challenges and clarified success criteria. Three priorities emerged:
Define what great business partnering means in this organisation’s context
Build consistent capability across countries and functions
Create a connected community that could align messages and ways of working
From these insights, we anchored the work on four focus areas:
A Shared Standard
Co-creating a Business Partnering Competency Framework to define purpose, behaviours, mindsets, and outcomes
Applied Practice
Embedding action-learning assignments tied to live business challenges
Connected Learning
Delivering interactive virtual sessions (cameras-on, peer dialogue, group exercises) to connect participants across borders
Cross-Border Community
Building relationships and shared language across geographies to foster collaboration
How We Partnered for Impact
We followed a co-design approach, ensuring the framework and development journey were tailored to the organisation’s realities.
Key elements included:
Discovery & Framework Design:
Interviews and diagnostics identified pain points and informed the Business Partnering Competency Framework
Cross-Functional Cohort Selection
High-potential individuals from multiple functions and countries were selected to ensure broad influence
Blended Learning Journey
Modules rooted in psychology, neuroscience, and coaching, combined with real-world application
Action-Learning Application
Participants applied new skills to current business challenges, sharing insights with peers
Reinforcement & Cadence
Regular touchpoints, pulse surveys, and practical toolkits (guides, templates, meeting rhythms) sustained adoption
What Shifted
Participants began stepping into the role of true business partners, confident in a common definition and clearer on expectations.
A shared framework aligned role expectations across functions and countries
A community of practice emerged, with participants connecting and supporting each other beyond the formal programme
Collaboration and communication became more consistent across geographies
Leaders reported faster decision-making, stronger alignment, and visible ownership of cross-border initiatives from the cohort
Success Enablers
Stakeholder Co-Design
Ensured solutions were relevant, owned, and credible
Action Learning & Coaching
Embedded new behaviours into day-to-day work and created sustainable momentum
Interactive Virtual Delivery
Enabled authentic cross-border connection despite geographic spread
Neuroscience-Informed Learning
Focused on self-awareness as the foundation for behaviour change
A Clear Competency Framework
Provided clarity and consistency across diverse regions
