Description

A disconnect was identified between the different departments in the organisation with collaboration across different units based mostly on established relationships between managers.

To reduce silos, the organisation decided to invest in an ongoing program to develop managers into system thinkers and make them understand how to better connect together.

Who

This program is targeted specifically at the executive and management teams.

How

This initiative was developed in-house with the leadership team. An external consultant provided assistance to structure it.

The organisation set up monthly meetings with the executive and managers to understand activities and foster collaboration. Further quarterly meetings were organised to highlight the collective roles every member played in the organisation

Managers were trained in systems thinking to enhance their understanding of interconnected processes. Teams mapped customer journeys to identify and set up interaction points between different departments.

Outcome

While there was an initial struggle due to the change in thinking, mapping customer journeys across teams helped to set-up interactions between teams and identify connection points.

This has been hugely positive as gradually more conversations and decision-making around joint problems were occurring without being prompted.

The initiative was well received, and pulse surveys identified an increase in collaboration across the organisation.