How do you get cooperation in an environment of autonomous units?

Some basic principles about human nature may help here. The first rule I would offer is: Groups don’t cooperate, people do. An individual in one location might not feel much fervor in doing a favor for an individual in another location. But if he or she has worked with a specific person there, there is a greater chance that help will be forthcoming. What this means is that to promote cross-boundary cooperation, firms should create as many opportunities for individuals to get to know each other and work together as possible, Possibilities include: rotation of staff on temporary assignments, cross-staffing of client work even when not essential; frequent meetings to discuss developments and latest techniques, and so on. Even though they may not appear to be dramatic moves, these actions will go a long way toward breeding the collaborative spirit that the new environment seems to require.

In a similar spirit, the second rule I would offer is: Start small and go for early success. If the firm wishes to get people eager to cooperate across boundaries, there is no better way than to find an opportunity to demonstrate that it works (for all parties), In other words, rather than trying to sell the whole organization on acting collaboratively, find a limited project that those who are willing to try can act on. For example, quietly go after a single multi-country engagement and prove it can work. If the collaborative benefits are there, they can be publicized and the new program “rolled out.”

Finally, I would offer: Networks get built a link at a time. This means that responsibility lies not only with the firm, but with each individual local practice. Rather than trying to take advantage of the whole firm, local practice managers should think about which of its numerous links to other practices in the firm could be strengthened by bilateral collaboration. This task is easier to execute, and quicker is its payback.

Excerpted from ‘Managing the Professional Service Firm’ by David Maister, page 335