商品敘述：

In the spring of 2005, Candace Browning, head of Global Securities Research and Economics at Merrill Lynch, led about 500 Merrill Lynch analysts worldwide in a collaborative effort to produce innovative research, most of them accustomed to working independently in their own regions and areas of expertise. Less than five years earlier, research analysts had expressed little or no interest in group efforts. By 2005, many analysts who had been assigned to work on collaborative projects indicated increased learning and a willingness to work in teams again. Some analysts themselves chose to work together. Whereas Merrill had come a long way, some analysts remained skeptical. Managers also questioned whether all types of collaboration were worth the significant efforts required. Browning had to consider the issues involved, the feedback received, and the industry itself and devise a strategy moving forward.

涵蓋領域：

Negotiation strategies;Decision making;Managing uncertainty;Innovation;Cross-functional management;Group dynamics;Hiring and recruitment;Employee incentives;Fostering collaboration

相關資料：

Case Teaching Note, (5-407-079), 24p, by Boris Groysberg, Amanda Cowen

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