Unlocking the Power of People by Monica Ramirez, Global Director of Corporate Affairs at AB InBev

Unlocking the Power of People: AB InBev’s Revolution with Communities of Practice Monica Ramirez, Global Director of Corporate Affairs at AB InBev

Abstract In James Foster Wallace's iconic book, "This is Water", he presents a poignant metaphor of fish unknowingly swimming in the water, illustrating how individuals often overlook the very environment that sustains and surrounds them. Similarly, the introduction and establishment of Communities of Practice (CoPs) within AB InBev has become the new "water" – the profound yet inconspicuous medium – where our global organization swims and thrives. It's the milieu that subtly and powerfully transformed the way we work. These CoPs don't merely serve as repositories of knowledge; they're living, evolving entities where knowledge is not just shared but created a new, fostering a culture of value creation, continual learning, and innovation.

By championing the notion of collective intelligence, our CoPs demonstrate that the most sustainable and effective solutions often come from within. They're a testament to the potential that lies in internal collaboration, a people-oriented, high-engagement strategy that has reshaped the trajectory of the AB InBev’s (ABI’s) Legal and Corporate Affairs Department of our global organization. This isn't just a shift in methodology; it's a paradigm change, rooted in the very essence of how we perceive work and collaboration. It underscores the realization that our greatest strength lies in our people — their experiences, insights, and the unparalleled value generated when they come together. In this immersive exploration, we dive deep into the waters of ABI's CoPs, navigating the currents of change, and surfacing with transformative insights about the future of work.

Communities of Practice at ABI are not merely a methodology; they're a movement. A movement that has set the stage for a new era of collaboration, learning, and growth. The journey so far has been promising, and the future, without a doubt, holds even greater potential This paper unravels the story of transformation at ABI’s Legal and Corporate Affairs Department. It is more than just a chronicle of operational changes; it's a nuanced tale of evolution, adaptation, and innovation. By shedding light on ABI's journey, we aim to offer actionable insights that other organizations and functions, regardless of their size or industry, can replicate.

Keywords: AB InBev. Communities of Practice. Agile Methodologies. Value creation. Global Knowledge. Organizational Growth. Knowledge Sharing. Certification Process. Capability Building.

Introduction In a fast-evolving world, conventional work methods encounter increasing challenges stemming from technological advancements, globalization, and shifting management practices. This paper delves into the successful transformation of AB InBev's Legal and Corporate Affairs Department through the embrace of Communities of Practice (CoPs).

The Legal and Corporate Affairs Department at AB InBev (ABI) recognized the necessity to adjust and innovate within today's business environment, characterized by constantly shifting paradigms. This narrative delves deep into this transformative journey, emphasizing that business success hinges on adaptability and continual enhancement. The narrative extends beyond operational modifications, with a focus on value creation, offering practical insights applicable to organizations of all sizes and sectors.

At its heart lies the CoP model, not merely adopted but seamlessly integrated into ABI's organizational fabric.

The Background: Understanding CoPs CoPs are groups of people who share an interest or passion for something they do and learn how to do it better through regular interaction. This seemingly simple definition embodies a powerful concept — one that has profound implications for how organizations foster learning, collaboration, and innovation. At its core, a CoP is about harnessing the collective wisdom and passion of a group, driven by a shared objective.

While the term might have been coined in recent decades, the essence of CoPs dates back centuries.

In fact, they have been an innate part of human society, from craftsmen in ancient guilds to scholars in medieval monasteries. In the context of a modern organization like ABI, the potential of CoPs was reimagined and structured to suit the challenges and opportunities of the 21st-century business landscape.

What has changed, is the environment in which these communities operate. With the advent of technology, especially digital communication tools, the reach and impact of CoPs have exponentially grown. This digital transformation has enabled CoPs to transcend geographical barriers, fostering a global pool of knowledge, experiences, and best practices.

The Challenge At ABI, the adoption of Communities of Practice (CoPs) was a deliberate response to the organization's increasingly complex challenges. It wasn't just about implementing a new tool or process; it was about cultivating a culture of continuous learning, collaboration, and value generation.

ABI faced several obstacles and challenges before embarking on the CoP journey: • • • •

•

Siloed Departments: Functional domains within ABI often operated in isolation. This siloed approach hindered cross-functional collaboration, a crucial element for fostering innovation and value creation.

Fragmented Communication: Despite having various tools and platforms for communication, ABI lacked a unified system for knowledge sharing. This fragmentation resulted in the loss of valuable insights and experiences.

External Pressures: External factors, such as the impact of COVID-19, presented both challenges and opportunities. Digital tools enabled teams to collaborate across continents in realtime. ABI saw these external shifts not as hurdles but as avenues to adapt, learn, and grow.

Rich Expertise in Isolation: ABI housed a wealth of world-class experts spanning various fields across the globe, forming a highly competitive pool of in-house consultants. However, these experts were not effectively communicating with each other, missing valuable opportunities for collaboration on shared challenges and opportunities that transcended geographical boundaries and specific sub-functions.

Need for Agility: ABI required an agile mechanism that not only facilitated learning but also encouraged continuous learning, value creation, and problem-solving.

The leadership team at ABI, known for their forward-thinking approach, recognized the need for a transformative strategy. They envisioned a company where every employee, regardless of their role, could contribute to its growth and evolution.

Moreover, employee feedback within ABI indicated a strong desire for platforms and forums to collaborate, share, and learn.

Employees sought to move beyond the constraints of their designated roles and actively participate in shaping the company's future.

The realization of these challenges marked the beginning of ABI's CoP journey. It was a journey not just to overcome obstacles but to harness the full potential of their internal expertise and drive the organization towards a more collaborative and innovative future.

The Response: Blending Global Methodologies, and ABI's Way

Knowledge,

Agile

The need for transformation was evident, and the solution lay in amalgamating the finest global insights on Communities of Practice (CoPs), the nimbleness and adaptability of agile methodologies, and ABI's intrinsic values and practices.

Firstly, ABI turned its gaze outwards, seeking wisdom from the world's foremost experts on CoPs, Etienne and Bev WengerTrayner1. This partnership formed the theoretical underpinning of ABI's CoP initiative, establishing a robust foundation.

Next, ABI incorporated key elements of the Agile methodology, emphasizing adaptability, collaboration, and a continuous feedback loop. This marriage of concepts aligned seamlessly with ABI's overarching vision. It wasn't about wholesale adoption but rather an assimilation of the core tenets of agile methodology.

Finally, no initiative could prosper without aligning itself with ABI's fundamental values and practices. The CoP framework had to be tailor-made for ABI and infused with ABI's Essence.

This distinctive fusion marked the inception of ABI's voyage into the realm of CoPs, uniting the strengths of external wisdom with its internal identity. It signified a pivotal step towards integrating global knowledge, agile adaptability, and a deeply ingrained commitment to innovation, all within the very fabric of ABI's operational landscape.

“An unexpected source of excitement emerged when we observed that those most thrilled by the experience were the very individuals offering their assistance.

The process was incredibly invigorating for them. They were leveraging their hardearned expertise, often cultivated over years or even decades within their local contexts, and applying it to novel situations, uncharted regulatory environments, and unfamiliar cultural landscapes. This endeavor not only advanced the teams they were supporting but also facilitated personal growth and refinement of their own expertise. Over time, this organic evolution gave rise to the concept of the Sensei.”

John Blood, Chief Legal & Corporate Affairs AB InBev

" Our CoPs engrained a belief – Together, we achieve more."

Monica Ramirez, Global Director Corporate Affairs, AB InBev

“ABI's Community of Practice let us break out of our isolated silos. We started working together, sharing knowledge, and overcoming challenges as a team, fostering an environment where boundaries dissolved, and a collective quest for knowledge thrived.

Our CoP meetings felt like conversations where we exchanged ideas, tackled problems, found solutions, and worked together with a shared sense of purpose” Matheus Braga, Global Corporate Affairs Analyst, AB InBev

Operationalizing CoPs at ABI: Key Elements and the Certification Process With the foundational understanding established and a clear vision in mind, ABI embarked on the practical task of integrating Communities of Practice (CoPs) within its existing ecosystem.

To establish a CoP, it must have the following elements:

1

Global experts in the field of Communities of Practice and international social learning theorists and consultants

▪

▪

▪ ▪

▪

Domain or Issue: What a CoP is about is what we call its domain or issue. It should be concrete enough that people can see how it will help them. It should be clear what difference it could make to what they do.

CoP Leaders: The success of ABI's Communities of Practice relies on the coordinated efforts of key individuals. At the highest level of governance, the Sponsor, a high-level executive, sponsors the CoP, serving as the primary connection between the CoP and ABI's formal hierarchy. The Project Owner leads the CoP and is responsible for its overall operation, shaping its learning agenda. The Project owner sees leadership as an opportunity to serve others. The Scrum Master takes on the role of project management.

Content Factory: It is the digital repository within the CoP. It serves as a one-stop shop for codified knowledge and a curated library of top content.

CoP Members: The CoP members encompass individuals who are part of the CoP, drawn together by their shared commitment to the CoP's domain or issue, which holds significant relevance to them.

Senseis: A term borrowed from Japanese martial arts, refers to seasoned experts and mentors. These individuals possess a deep understanding of the CoP's domain and contribute their expertise to guide and support other CoP members in their learning and problem-solving endeavors. They serve as invaluable resources for knowledge dissemination and skill development within the CoP.

“In recent years, we've witnessed an array of emerging trends, particularly in the realm of regulations. What's fascinating within our Community of Practice is how we've been able to spot these trends unfolding in regions like Europe and the US. We've come to recognize that what transpires there may find its way to our countries in South America, such as Brazil, Argentina, and Uruguay, within a year or even a few months. The true value of our Community of Practice lies in this foresight, allowing us to anticipate global trends and formulate the most effective approaches for engaging with governments and various stakeholders in our local contexts."

Juan Mitjans, Corporate Affairs Director Argentina, AB InBev

“Through various experiences, I've encountered both successes and challenges. I'm open to helping other countries, even in unfamiliar situations, and many have sought my advice.

As a result, I've earned the 'Sensei' title globally. This recognition is fulfilling and staying connected with other countries allows me to learn and gain fresh ideas. It's a two-way street that benefits everyone involved.”

Marcus Galeb, Indirect Tax Director, AB InBev

Besides that, to formalize the ABI CoPs, ABI introduced a structured certification process.

To be acknowledged as an ABI CoP, each Community of Practice (CoP) must undergo a formal Certification Process.

This structured process ensures that the certified CoPs are well-structured, with a clear domain or objective, and have advanced through the stages of development, from Beginner to Intermediate, Advanced, and Extra Mile.

CoPs begin at the Beginner level, where they lay the foundation for collaboration. They advance to the Intermediate level, demonstrating clear domain definition and value generation. The Advanced level signifies full maturity, with well-established practices and substantial contributions. The highest level, Extra Mile, recognizes CoPs who consistently go above and beyond.

“I appreciate the certification process for providing that essential pause in our work, allowing us to critically examine our practices and identify areas for improvement. This evaluation led to initiatives we hadn't previously considered, such as the survey I mentioned, which yielded incredible insights. Moreover, the certification process encouraged crosscommunity dialogues, fostering collaboration among different communities within ABI. It's been a catalyst for our growth as a community and a pathway to broader improvement."

Eduarda Rosa, CoP Scrum Master, AB InBev

This process encourages uniformity and sets high standards for each CoP to earn the designation of an ABI CoP. As the Communities of Practice took root within ABI, a plethora of innovative initiatives began to emerge. These projects reflected the collaborative spirit of CoPs, bringing together individuals from various backgrounds and expertise levels to work towards a common goal.

The Full-Team meetings of the ABI CoPs are the forums where members present case studies, insights, or learnings from their individual experiences. These forums are a fertile ground for nurturing innovative ideas and solutions. The Full-team meetings were crafted aiming at not just knowledge exchange but also to foster a sense of community.

The results: Tales of Transformation, CoPs in Action Currently, there are 14 CoPs, encompassing a network of over 500 employees. These communities effectively address a diverse range of critical topics, including Smart Drinking, Regulations, Road Safety, Reputation, Litigation, Crisis Management, Digital Ethics, Illicit Alcohol, and Entrepreneurship, among others.

“The global function is not the brain; it needs to be the enabler of the global network that acts as the company’s brain.”

Andres Penate, Global VP Corporate Affairs, AB InBev

The introduction of ABI CoPs has yielded numerous benefits, both tangible and intangible, with a profound impact on our organization's growth and culture.

“Few consulting or law firms possess a deeper understanding of the beer industry than our dedicated team. In fact, if I were to assemble my formidable roster of approximately one hundred legal and corporate affairs experts, we would indisputably become the largest beer advisory firm on a global scale. Through the CoPs, this extensive expertise has started to be untapped, showing its great potential impact.”

John Blood, Chief Legal & Corporate Affairs AB InBev

Value Generation: The collective wisdom of ABI CoPs has led to smarter decision-making, resulting in financial gains that exceeded expectations. These tangible outcomes underscore the power of collective intelligence in driving value for the organization.

Organic Team Development: CoPs have organically nurtured the growth and development of team members, expanding their problem-solving horizons as knowledge sharing became a constant. This not only contributes to our collective knowledge but also enhances the skills of individual members.

Empowering Knowledge Sharing: ABI CoPs have empowered knowledge sharing, enriching the organization's decision-making process. Members collectively pool their wisdom and experiences, fortifying our capacity to make informed choices and implement best practices.

“We have a collaborative, co-creative approach, in the sense that, in the CoP space, we don’t make assumptions. We don’t impose ideas, but we define together what we see as pain points.

And we’ve marked together what we see are our needs. We assess them together and we propose solutions and prioritize them based on our needs. — Giorgia Vulcano, Digital Ethics Manager, AB InBev

Strengthened Organizational Culture: The sense of community and belonging fostered by CoPs has played a pivotal role in building a positive and collaborative organizational culture. Employees feel more connected, not just to their teams but to ABI as a whole, contributing to a harmonious work environment.

Knowledge Retention: ABI CoPs serve as repositories of collective wisdom. As members share their experiences and insights, the knowledge remains accessible even as employees move on or change roles, ensuring that their expertise continues to benefit the organization.

"CoPs at ABI transcended hierarchies, breaking down the usual barriers tied to job titles. During our CoP meetings, titles became irrelevant. It was all about sharing knowledge, addressing common challenges, and tapping into our collective wisdom." Luísa Oliveira, Global Corporate Affairs Analyst, AB InBev

Cultivating Capabilities Organically: ABI CoPs have been instrumental in cultivating capabilities in an organic manner. They have fostered a culture of continuous learning and knowledge sharing, enabling employees to adapt to change, embrace digital transformation, and develop individual skills. This has not only made us more agile and adaptable but has also unlocked the economic value of our organizational knowledge.

"In the initial days, I was skeptical. But as weeks turned into months, I realized that our CoPs were not just groups – they were catalysts of change, driving us towards a brighter, more informed future." Joshua Girard, Global Director Smart Drinking, AB InBev

"The camaraderie I experienced in our CoP sessions made me feel truly a part of the ABI family. It’s something I cherish deeply” Matheus Braga, Global Corporate Affairs Analyst, AB InBev

Collaboration Over Competition: Embracing the spirit of CoPs fostered a culture of teamwork and collaboration, overshadowing the race for individual accolades. Psychological safety was fostered within the conversations of the CoPs.

"We've come a long way in our CoP journey. At first, some saw us as just having frequent best-practice meetings. But it's important to clarify that a community of practice is more than just highlighting successes – it's equally about addressing challenges and learning from failures, creating an environment of psychological safety. It took some time for everyone to embrace this idea fully, to be comfortable sharing real problems, and to open up and say, 'Can somebody help?' Our CoPs have truly evolved."

Andres Penate, Global VP Corporate Affairs, AB InBev

The voices from ABI team members, unite like a well-coordinated team, highlighting the strength of collaborative learning, shared goals, and collective growth. These narratives aren't just testaments to the success of CoPs but are also reflections of ABI's unwavering commitment to its people, its values, and its vision for the future.

Conclusion: The Ongoing Journey and Future Potential of CoPs at ABI As we draw the curtains on our exploration of ABI's transformative journey with Communities of Practice (CoPs), several undeniable truths come to the forefront.

At the heart of ABI's global success story with CoPs lies a profound understanding: The power of collective wisdom and collaborative learning is unparalleled. This global organization, in embracing CoPs, did not merely adopt a new operational tool but metamorphosed its core ways of working. ABI's adaptation of CoPs represents more than just a structural shift; it embodies a paradigmatic shift in recognizing that value creation is an organic process, one that is magnified when individuals come together, share, interact, and evolve.

CoPs at ABI are not just teams or groups; they are thriving ecosystems. Each member is empowered, each idea validated, and each initiative, no matter how small, holds the potential to create ripples across the organization.

As highlighted in the metaphor of the fish and the water, these communities have seamlessly integrated into ABI's fabric, becoming the very environment in which employees work, innovate, and grow. They are so intrinsic to the daily operations that, like fish might overlook the water they swim in, employees might not always overtly recognize the CoP's influence. Yet, its impact is everywhere — in the innovative projects, the shared knowledge, the upskilled workforce, and the tangible business outcomes.

This journey also underscores the fact that solutions to complex organizational challenges need not always be intricate or external. Sometimes, the answers lie within, waiting to be discovered.

ABI's CoPs are a testament to this — an internal, low-cost, highengagement, and sustainable solution to fostering collaboration, innovation, and continuous learning in a dynamic global landscape.

"Collaborating within our CoPs has led to achievements beyond our initial expectations. The magic of our CoPs lay in their organic nature. Nothing felt forced. Every interaction, every knowledge-sharing moment was genuine, making the learning process so much more enriching. By sharing best practices, we were able to overcome similar challenges without reinventing the wheel. The effect on our efficiency was almost immediate. At ABI, our CoPs are truly exceptional. They aren't just about ABI's growth; they represent personal growth for each of us who participate."

Monica Ramirez, Global Director Corporate Affairs, AB InBev

In essence, CoPs have allowed ABI to tap into its most valuable resource: its people.

In the words of James Foster Wallace, "This is water." ABI's CoPs are indeed the new "water" — the foundation, the medium, the sustenance. They represent the organization's new normal, where boundaries blur, hierarchies dissolve, and a collective consciousness emerges.

ABI has made significant strides in implementing Communities of Practice (CoPs) within the Legal and Corporate Affairs (L&CA) function, with excellent cross-functional collaboration from Finance, Commercial, and Supply functions. However, a key challenge remains: extending CoPs to all functions within the organization. This challenge signifies the next phase of ABI's CoP journey, as the company aims to fully embrace this transformative methodology enterprise-wide.

As other global companies navigate the ever-evolving business terrains, the story of ABI and its CoPs serves as both inspiration and a blueprint. It's a call to trust in the power of collaboration, to invest in organic growth, and most importantly, to believe in the boundless potential of people coming together.

As we conclude, we're left with a resounding affirmation: The future of work is not just about tools, technologies, or strategies.

It's about people, connections, and the communities they create.

" The ultimate success of our Communities of Practice lies in seamlessly integrating them into our daily work, much like water is to fish.

When it becomes the unnoticeable norm of how we collaborate, solve problems, and share knowledge, we know we've achieved our ultimate vision.”

John Blood, Chief Legal & Corporate Affairs, AB InBev

ABI's journey with Communities of Practice (CoPs) serves as a compelling source of inspiration and guidance for forward-thinking organizations operating in today's swiftly changing business environment.

By delving into this narrative, executives and scholars alike can glean valuable insights and draw parallels to their own enterprises, illuminating how the CoP framework can be finely tuned to enhance collaboration and value creation, drive innovation, and fortify corporate capabilities.