4
INNOVATIVE APPROACHES TO
BUILDING TECHNICAL CAPABILITY
In addition to responding to the inherent learning chal-
lenges, the following three initiatives – technical communi-
ties of practice, agile Technical Network and RioExcelTM/
RioExpertsTM – are designed to be mutually reinforcing,
and to build and protect unique sources of technical capa-
bility that provide competitive advantage for Rio Tinto.
1. The Networked Technical organisation – Technical
Communities of Practice
Rio Tinto is organised primarily around four product
groups (Iron Ore, Aluminium, Copper and Minerals) and
employees typically identify strongly with their product
group and receive management direction ‘through the line’.
While this approach offers many benefits, it risks form-
ing product group siloes, and therefore doesn’t capture the
potential value available from employees performing simi-
lar roles in different product groups collaborating and shar-
ing knowledge.
Rio Tinto has established several technical Communities
of Practice, each with differing levels of maturity, across
numerous technical domains including geoscience, sur-
face mining, processing, geotechnical engineering, tailings
management, asset management and several others. These
forums have become powerful platforms for:
• Knowledge transfer and leading practice replication
• Facilitating employee learning through an annual
program of internal webinars, conferences and
a
Source Red Thread Research 2021
Figure 5. Diversity of mechanisms that organisations apply to support learning in the workplace
Figure 6. Three mutually reinforcing initiatives for building
and protecting technical capability
INNOVATIVE APPROACHES TO
BUILDING TECHNICAL CAPABILITY
In addition to responding to the inherent learning chal-
lenges, the following three initiatives – technical communi-
ties of practice, agile Technical Network and RioExcelTM/
RioExpertsTM – are designed to be mutually reinforcing,
and to build and protect unique sources of technical capa-
bility that provide competitive advantage for Rio Tinto.
1. The Networked Technical organisation – Technical
Communities of Practice
Rio Tinto is organised primarily around four product
groups (Iron Ore, Aluminium, Copper and Minerals) and
employees typically identify strongly with their product
group and receive management direction ‘through the line’.
While this approach offers many benefits, it risks form-
ing product group siloes, and therefore doesn’t capture the
potential value available from employees performing simi-
lar roles in different product groups collaborating and shar-
ing knowledge.
Rio Tinto has established several technical Communities
of Practice, each with differing levels of maturity, across
numerous technical domains including geoscience, sur-
face mining, processing, geotechnical engineering, tailings
management, asset management and several others. These
forums have become powerful platforms for:
• Knowledge transfer and leading practice replication
• Facilitating employee learning through an annual
program of internal webinars, conferences and
a
Source Red Thread Research 2021
Figure 5. Diversity of mechanisms that organisations apply to support learning in the workplace
Figure 6. Three mutually reinforcing initiatives for building
and protecting technical capability