Video from Big Think, with Ralph Rivera, Director, BBC Digital
We humans tend to be tribal, establishing allegiances within small groups of people with whom we share beliefs, or common knowledge, or just the same part of the office. To achieve anything significant, though, a business needs to overcome this tendency, inspiring its people to work together across departments and disciplines.
When he first started as BBC director of digital, Ralph Rivera observed that this kind of interdepartmental distrust was deeply embedded in company culture. Yet in order to effect a digital transformation, he needed Editorial to work with Engineering, User Experience with Marketing. He needed teams to interact more fluidly toward common goals.
When establishing new responsibility protocols, be cognizant of inter-departmental power dynamics.
Form teams to tackle specific product areas (not to compete)
Develop clear guidelines for determining which discipline within a team will take lead. Match action items to subject matter expertise.
Promote a peer-to-peer culture. Traditional hierarchies can lead to power clashes.
Establish buy-in
Create a framework where individuals can contribute to your vision. Communicate that each person’s contribution is necessary but insufficient.
Be clear about everyone’s role as it relates to the higher order objective.
Distinguish the higher-order objective from departmental or personal goals. Placing priority on lesser goals will yield suboptimal performance.
Stress the effectiveness of the new model when you have your first success.
