The Dangerous Shift from ERG to BRG: What You Need to Know
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Let's talk about what's really happening when we push ERGs to become BRGs. Spoiler alert: the BRG model isn't the "next step" it's cracked up to be.
Keeping this one short. I did a LinkedIn Live earlier this week sharing how BRGs are killing ERG programs. Here are the main takeaways.
Industry standard isn't always best
The idea that BRGs are the "evolution" of ERGs is popular but outdated. Real research shows only 16% of Fortune 500s even use the BRG label. The most successful ERG programs prioritize community over business consulting.
The true role of ERGs
ERGs are meant to drive employee engagement, L&D, and belonging — not to act as free consulting arms for companies. ERGs are a cost center — and that's okay! A strong ERG builds internal community, not external revenue streams.
Red flags of BRG-ing your ERG
When ERGs get pulled into undefined "business impact" roles, a few things break:
- Confusing legal boundaries between volunteer work and paid consulting.
- Volunteer burnout from members being asked to act as unpaid strategists.
- Distraction from the actual goal — empowering your people internally.
Turning ERG members into "consultants" creates real legal risk and dilutes the core purpose.
Focus on the basics
The 3Ps — Purpose, Process, and Programming — are the foundation of successful ERGs. When those are strong, we get the best results. ERGs that focus on internal community create "superfan" employees — like a brand with loyal customers.
Community is a business strategy and ROI, and it comes without the extreme risk of lead burnout. Moving back to ERGs (and ditching the BRG label) is actually an evolution for the ERG space.