The production team discovered that the creative process had never been really challenged, even though the process often made it hard to share ideas and talent. People within the production group were frustrated with the problems they saw but didn’t realize they could actually question and change things. When the team gave the client’s production group the opportunity and the tools to think differently, they came up with the solution themselves. They established new and nontraditional ways of working that simplified noncreative work, freeing up more time to focus on doing what they liked the most—producing great programs.
The critical insight for the promotions team was that the client’s regional marketers resisted working together because making commercials was fun. They didn’t want to give up that part of their jobs. The team understood it had to protect the clients’ creative spirit while showing the benefits of cooperation.
The purchasing team learned the effects of poor communication between the network’s various businesses. Many channels used the same vendors, but they negotiated separately and often had very different terms. The team recommended centralizing the selection and management of vendors. This would reduce complexity while strengthening the client’s position when negotiating deals or working with its suppliers.