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OBSTACLES
There are, of course, numerous potential obstacles in adopting these initiatives. The first, and most obvious, is simply resistance by the analysts to the adoption of collaboration. As with many new initiatives from any management, there will be resistance to change. Until its necessity for the company’s future is understood, the change will be considered difficult by some and just plain wrong by others. This will take some time to overcome and mandate. It will require patience by management as well as tolerance for inevitable criticism from many staff members. Most importantly, the analysts are going to have to be told what is in it for them so that they can look forward to individual rewards from these companywide initiatives.
Another obstacle would be the potential inability of the analysts to get along. The collaborative initiatives take into account a basic assumption that the persons involved can see eye to eye and actually have the personalities to be able to work together. Until this point, analysts have generally been more competitors than collaborators in terms of their silo dwellings, star culture, and historical compensation structures. Therefore, their competitive spirit cannot be a hindrance to collaboration. Also, it would be not surprising if management found basic personal differences between analysts causing major roadblocks to any type of collaborative progress. Again, patience will be required from both sides, and teambuilding projects and social mixers could certainly mitigate these issues as previously mentioned.
These initiatives make another huge assumption that collaborative efforts are going to be well received from the customers; however, there could be a lower th ...