Learning together: new partnerships for new times

Abstract

PurposeThe purpose of this research is to provide an overview of the learning that has emerged from two initiatives in which a multinational company, Unilever, and an international non‐governmental organization, Oxfam have worked together: the Sustainable Food Laboratory Initiative, a project focusing on the global food production system, and “Exploring the Links”, a joint research project exploring the links between wealth creation and poverty reduction in one country, Indonesia.Design/methodology/approachThe paper presents an overview of learning as expressed by participants in the Sustainable Food Laboratory and a summary of the final report published by the joint research project, giving an overview of the process and highlighting the key lessons learned by both organizations.FindingsThe paper finds that the common success of both projects is a contribution to a better understanding of current global systems and local impacts, as well as an indication of the opportunities for systemic change that emerge when different organizations are willing to learn with and from each other. Oxfam and Unilever participants came to realize that, despite their very different missions and goals, they share a commitment to poverty reduction, healthy resource systems, and truly sustainable development. Although common ground may be found, such projects do not attempt to cover over differences. On the contrary, understanding differences can lead to more balanced and integrative pictures of complex problems, reveal limitations of what individual organizations can do, and identify areas where partnerships can have the greatest benefits for real and lasting change.Research limitations/implicationsThe paper draws on personal learning from a limited number of participants in the three year pilot of the Sustainable Food Laboratory and solely on the research and findings published in the Indonesia project's final report.Practical implicationsThis paper highlights the valuable learning that can emerge when different kinds of organization work together to explore and address common challenges. Understanding their differences in outlook and experience can lead to more balanced and integrative pictures of complex problems, reveal limitations of what individual organizations can do, and identify areas where partnerships can have the greatest benefits for real and lasting change.Originality/valueThis paper gives real examples of the kind of learning that can emerge from cross‐sector initiatives, and highlights lessons about how such learning can be achieved and why it is valuable.