PART I
A Journey to Collaboration CHAPTER 1
A Troubling Conversation
âIt was the worst shareholder meeting Iâve endured in years. The worst! Everybody could see the numbers plain and clear: the Primo project produced no profit. No profit! Zero. Zip. None!â Jim Camilleri, CEO of Cobalt, Inc., punctuated the point by slamming his fist on his desk.
Dave Oakman, the division head in charge of the Primo project, had never seen his boss this angry before. It was making him nervous. He kept his mouth shut to give Jim time to blow off more steam.
âThe whole point of this project was to put some distance between Cobalt and our competition. The idea, in case you missed it, was to generate some revenue for capital investments and to reward shareholders. The fundamentals were great. There was absolutely no reason we couldnât have made money on this thingâother than lousy project management.â Jim leaned forward and looked Dave in the eye. âCan you give me a better reason? What happened here?â
âItâs a long story, Jim.â
âLetâs hear it.â
âWe had departments operating in silos. A lot of people were trying to protect their own interests rather than make the project a success.â
âWhy donât you break that down for me, Dave. What are you talking about?â Jimâs mouth was a straight, grim line.
Dave hesitated. Should he tell the truth, or should he bend it? He knew exactly what the problem was. What he didnât know was whether it was safe to divulge. Considering Jimâs current mood, telling the whole truth could get him fired.
Dave decided he should fudge it, or at least try to. It was what he usually didâand it usually worked.
âPrimo had some great moments.â Dave began with an air of confidenceâbut he knew he was flying by the seat of his pants.
âGreat moments? Not from where Iâm sitting,â Jim said.
âAs you said, the fundamentals of the Primo project were solid. We just encountered some hiccups.â
âBleeding money is not a case of hiccups. Quit trivializing this! I want some straight answers.â Jimâs eyes were steely.
Dave recognized that fudging was not going to work this time. He had to come clean.
âThe truth is, Jim, the group didnât really work as a cohesive unit. Rival departments undermined the project. As long as they got their job done on schedule and their department made a profit, they didnât care what happened to Primo.â A bead of sweat on Daveâs forehead betrayed his uneasiness.
âCan you be specific?â Jim asked.
âFor example, I asked for a few of our newer associates to join the project. They had great energy and ideas, but they kept getting sidelined by the department heads who wanted all the glory. Some of our best people were kept off this project by their own leaders.â Dave could hear the desperation in his own voice.
âAny leaders in particular?â Jim asked.
Dave thought about Wayne Lundgren, the veteran manager of the research and development department. Just last week Dave had witnessed Wayne brushing off a helpful suggestion made by Sarah McKenzie, a young engineer in his department.
âIâd rather not name names,â Dave said at last. âBesides, itâs not the people who are the problem. Itâs the whole culture around here.â The words were out of his mouth before he had weighed them. Now he wondered if heâd said too much.
âNames donât matter, anyway,â said Jim impatiently. âYou were in charge of Primo. You should have fixed it!â
âItâs not that simple, Jim. Certain department heads around here have a lot of power, and they donât hesitate to use it to their advantage. You know Cobalt is riddled with politics.â
Jim shook his head. âPolitics is a way of life. Itâs part of the environment we live in. I expect my top managers to know how to navigate through the obstacles. And that includes you.â
Heâs not getting it, thought Dave. Doing his best to keep the defensiveness out of his voice, he said, âJim, Iâm telling you about a problem thatâs beyond my scope to manage. This is about Cobalt. The company is made up of all kinds of self-serving silos. We offer no incentives that encourage people to work together toward organizational goals. Managers get promotions and bonuses based on their own individual success and the success of their siloed groupsâregardless of the success of the projects they work on or the company as a whole.â
There, heâd said it. He caught his breath, feeling relief and fear at the same time.
Jim got up from his desk and began to pace. âI need time to think about what youâre saying here. In the meantime, remember that as the division vice president, youâre expected to fix these issues youâre complaining about. You should be coming to me with solutions, not problems.â He shook his head. âHow many times do I have toââ He left the sentence unfinished.
Dave held his breath. Is Jim going to fire me?
A long silence followed. Finally, Jim walked to the door and opened it, making it clear the meeting was over.
As Dave walked out, Jim said quietly, âI want a full report about what went wrong with Primo, along with your recommendations, on my desk in two weeks.â He paused. âIâll just leave it at that. I need to do some thinking, too.â
CHAPTER 2
A Well Timed Visitor
Back in his office, Dave stared at his computer screen. A calendar reminder popped up with a ding. His eyes locked on the little window but the information didnât register. His mind was replaying his meeting with Jimâparticularly Jimâs last words: I want a full report on my desk in two weeks. . . . I need to do some thinking, too. Dave wondered if his job was on the line. Was firing Dave what Jim needed to think about? He was demanding, but he usually didnât make threats.
Ding. The reminder popped up again, urging Dave to take notice. When the information finally sank in, he grabbed his phone, stuffed his laptop into his briefcase, and hurried out of the building. Saying âCall homeâ to his phone as he ran through the parking lot, Dave then cursed under his breath. Damn, Iâm late again.
Dee picked up on the fourth ring. âHello?â
âHoney, Iâm just now leaving the office. Iâm sorry, but Iâm going to be late.â
Dee sighed. âIâm pouring wine now. Weâll save a glass for you.â
Twenty minutes later, Dave pulled into the driveway. He walked around the side of the house and entered through the back door. He slipped into the bathroom, cleaned up, took a deep breath, and prepared to greet his sister-in-law from the UK. This would be the first time heâd seen her in several years.
She spied him as soon as he entered the living room. âHello, Dave! How are you?â
The years had been kind to Beattie Anderson. Dave thought she looked like a wiser, more dignified version of the blonde, twenty-something maid of honor at his wedding. She stood eye to eye with him, offering a handshake and a warm smile. He leaned in for a quick embrace.
âGreat to see you, Beattie. Iâm doing well, thanks.â Was he? Now that he thought about it, Dave felt stressed out. He gestured to the glass in her hand. âI see you have some wine. Donât mind if I do.â He poured some wine from a decanter into a glass and promptly took a drink.
Dee came in from the kitchen. âDinner is served.â
Beattie and Dave made their way to the dining room, where the table had been set for three with the good china and silver.
âWow,â said Dave as they took their seats. âThis is quite a spread.â
âOf course it is,â Dee replied. âItâs not every day I get to cook for my sister.â
Dee tapped her fork against her wine glass and a clear note rang out. âBefore we start our appetizersâor as they say across the pond, startersâIâd like to make a toast.â Dee turned to their guest. âTo my dear sister, Beattie, and her recent success!â
âHear, hear,â said Dave, smiling and raising his glass.
âI couldnât think of a better way to celebrate the sale of my company than to get over to the States for a good visit,â said Beattie. They all clinked glasses and began to eat.
âSo, Beattie, I hear you made a killing on the London Stock Exchange,â said Dave.
âYes, yes, I did,â Beattie admitted. âNow I have the time and the money to come and see you in sunny San Diego. You have no idea how much I could do with some sunshine right now.â
âSo itâs raining in London?â
âGod, yes. Itâs been the wettest April since records beganâand thatâs saying a lot,â Beattie said with a laugh.
Still reeling from his meeting with Jim, Dave found it difficult to engage in polite conversation. After all, there was only so much they could discuss about the sun in San Diego and the rain in London.
Beattie took the initiative. âDave, whatâs happening at work these days? Dee told me you recently headed up a big projectâPrimo was the name, I believe?â
âYes, Primo. I found out today that it was a failureâand it looks like Iâll take the hit.â Did I really just say that in front of Deeâs sister? Dave thought. He was immediately embarrassed at his lack of discretion in the presence of such a successful woman.
âOh, Dave,â said Dee, âthatâs awful.â
Beattie was sympathetic. âGosh, Iâm so sorry. If you donât mind me asking, what do you think the problem was?â
âProblems plural,â he corrected. âIt was one of those projects where if something could go wrong, it went wrong.â
âSodâs Law!â
âExcuse me?â
âOh, nothingâitâs a British saying for things that go wrong.â
âAhâhere we call it Murphyâs Law,â said Dave with a nod. âAnyway, I had three departments working on this project, and each of the department managers wanted to lead the whole thing. When the managers werenât fighting, the team members started acting out, claiming they needed to take care of their bossesâ interests.â
Having heard Daveâs stories about Primo as the project had evolved, and being an experienced HR executive herself, Dee joined in. âThatâs what silos are all aboutâeveryone protecting their own interests. Talk about egos!â
Beattie nodded thoughtfully. âSounds tough. I had similar issues at Blenheim when we really started to growâself-serving managers and siloed departments. I hadnât realized that moving from a startup to a midsized company would cause so many growing pains. My executive team and I had to really think about the most efficient method of operationâsomething that would ensure excellent results and human satisfaction. In the end, we realized we would never achieve our goals without genuine collaboration.â
âWhat kind of collaboration? What do you mean?â Dave asked.
âI mean we had to focus on everything from our vision and values to how individuals at every level could...