Several weeks ago, a distraught vice president called. His organization had just been restructured and he had just received ownership for two new divisions. He needed to integrate the new divisions quickly and help them collaborate with his existing organization.
The problem was that he had inherited a group of people who didn’t understand why the change had happened. They were struggling to comprehend why they should redesign their processes to accommodate the new organization chart. In addition, they were used to working alone and saw no reason to collaborate with their new peers.