Delivering major programmes: Why a unified and collaborative culture is key for success

It is well documented that the successful delivery of major projects and programmes relies on a number of key factors including detailed planning and design, hiring the right people, efficient technology integration, unified delivery and tight budget control. 

But what can often be overlooked is the importance of developing a unified and collaborative culture between teams. As someone who has navigated the complexities of delivering large-scale projects and programmes across various regions including the Middle East and Africa, I have witnessed firsthand the transformative power of a cohesive team culture. 

At Mace, we believe that a collaborative approach – namely the delivery partner model – is the most effective way of delivering major projects and programmes around the world. The success of the approach is based on a fully integrated team with a broad remit, long-term relationship, shared risk and reward, clear project outcomes – and perhaps most importantly, a unified and collaborative team culture.

Understanding the cultural context

One of the most significant challenges in delivering major projects and programmes is understanding the cultural context. When outside expertise and processes are brought into regions like the Middle East and Africa, there is often an expectation that these methods will seamlessly integrate and function. 

However, this assumption overlooks the profound impact of local culture on project and programme delivery. As the saying goes, "culture eats strategy for breakfast", and this is particularly true in the context of major programmes.

To mitigate cultural misalignment, it is essential to invest time early on to understand the client's motivations and priorities. Asking simple but powerful questions such as "Why are we doing this project?", "What is most important to your superiors about this programme?" and “What is more important than anything else?” can provide invaluable insights. 

This approach helps to align objectives with the cultural backdrop, thereby reducing friction, removing ambiguity and setting the foundation for ongoing collaboration.

Trust and communication

Trust and communication are the bedrock of a unified and collaborative team culture. Successfully delivered major projects and programmes often exhibit a high degree of trust between the client, contractor, and delivery team – so much so that it can be difficult to distinguish between them. This level of integration fosters a culture of shared responsibility and collective ownership, which is crucial for success.

Where there is trust, there is integration, teamwork and greater collaboration that has a positive impact across all areas of a project or programme. It is the most essential ingredient when working with others to achieve a shared goal. If parties do not trust each other a significant amount of ‘friction’ will eat up energy and take time and resources away from delivering on key outcomes. 

Personnel changes and knowledge sharing

Personnel changes are a common occurrence on major programmes that take place over extended timelines, often up to 10 years – particularly in regions like the Middle East and Africa where expatriates often relocate. 

This can disrupt continuity and create challenges in maintaining a unified team culture. To address this, it is important to insulate programmes from personnel changes by establishing early succession planning and robust communication lines and mechanisms that ensure continuity and help maintain a consistent culture across phases.

The delivery partner approach promotes global best practice and knowledge sharing, enabling clients to benefit from the upskilling and development of their employees, who are then able to ‘step up’ to more significant roles over time.

Additionally, a comprehensive onboarding process for new team members is key. This process should include detailed documentation of the programme's history, current status, and future goals. Mentoring programmes can also help new team members integrate quickly by pairing them with experienced colleagues that can provide guidance and support.

Wider benefits 

The benefits of a unified and collaborative team culture extend beyond the immediate project or programme outcomes. It can lead to increased employee satisfaction and retention, as team members feel valued and part of a supportive community. This, in turn, can enhance organisational reputation, making it more attractive to potential clients and top talent.

Moreover, it can drive continuous improvement and innovation. When team members feel comfortable sharing ideas and feedback, it creates an environment where new approaches and solutions can be explored. This culture of innovation is particularly important in the fast-paced world of major programmes, where the ability to adapt and evolve is crucial for long-term success.

Conclusion: A unified and collaborative team culture is a necessity

Developing a unified and collaborative culture between teams delivering major programmes is not just a nice-to-have; it is a necessity. 

Understanding the cultural context, building trust and communication, fostering integration and collaboration, addressing personnel changes, and best practice and knowledge sharing are all critical components of this process. By prioritising these elements, we can enhance the delivery of major projects and programmes and achieve outcomes that are not only successful but also sustainable.

A unified and collaborative team culture is the foundation upon which successful projects and programmes are built, and it is through this that we can truly make a difference for the people, clients and communities we serve.