Many of the hardest organisational problems live between functions, teams, businesses and geographies. They are rarely solved by asking people to “collaborate more”. MJA helps clients understand the work, relationships and operating conditions that make collaboration possible.
Collaboration becomes difficult when different parts of the organisation optimise for different things, accountability crosses reporting lines, authority is distributed, expertise sits in separate silos, teams depend on one another without understanding one another, or local and enterprise priorities collide.
These are system problems as much as relationship problems.
Depending on the challenge: team-of-teams development, stakeholder and network inquiry, cross-functional challenges, operating-principle design, dialogue and facilitated conversations, simulations, communities, cross-business working groups, and experiments in decision-making and coordination.
The aim is not more meetings. It is easier, faster and more productive work across boundaries.
IAG — a common leadership language helped leaders operate across distinctive businesses while preserving valuable local identity.
Southwark Council — several smaller teams became one Organisation Transformation function with a shared aspiration and practical ways of working.
AAK — leaders confronted the tension between local accountability and global capability while helping define operating principles.
Dentsu — cross-brand teams had to collaborate to create real new propositions and revenue.
AB Sugar — communities connected expertise and relationships across geographically dispersed businesses.
Selected client stories: IAG · Southwark Council · AAK · Dentsu · AB Sugar
We can help you understand what is getting in the way and create practical ways of working across it.