I’ve been in this space for a while now, and what I’ve learned (sometimes the hard way) is that driving change isn’t just about having a good plan. It’s about people and it’s about trust. It’s also knowing when to push, when to pause, and when to just listen.
In the twenty-odd years I’ve been doing this, here’s what I’ve found helps keep the balance right. To begin, there are one or two fundamentals….
1. Start With Listening, Not Leading
When you’re working across two organisations, it’s tempting to come in with a vision and start making things happen. But if you skip the listening part, you’ll miss the nuances that really matter.
Each organisation has its own culture, its own language, and its own way of doing things. One might be fast-paced and entrepreneurial; the other might be more cautious and process-driven. Neither is wrong, they’re just different.
I’ve therefore learnt that before I start to push change, I need to spend time talking to people. Not just the senior leaders, but the ones doing the day-to-day work. Asking what’s working, what’s frustrating, and what they’d change if they could. I’ve learnt more in a few honest conversations than I have from reading any strategy document.
2. Find the Common Ground and Build From There
Unfortunately, you’re not going to get full alignment on everything. That’s just reality. But you can find shared goals or values that both sides care about.
Maybe both organisations want to improve the experience for researchers. Maybe they’re both under pressure to deliver more with less. Maybe they both value collaboration but struggle with silos. Whatever it is, find that overlap and use it as your foundation.
In my experience, when you frame change around something people already care about, it feels less like a disruption and more like a shared opportunity.
3. Make It Feel Like a Joint Venture, Not a Takeover
This one’s crucial. If one organisation feels like the other is calling all the shots, you’ll lose buy-in fast.
I’ve seen projects stall simply because one side felt sidelined, even if the intentions were good. So be deliberate about creating shared ownership. Set up joint working groups. Rotate who chairs meetings. Make sure both logos are on slide decks or the backgrounds to any meeting platform, like Teams or Zoom (yes, even that matters).
It’s not just about fairness, it’s about trust. When people feel like they’re part of the journey, they’re far more likely to stay on board when things get tough.
4. Communicate Like a Human (Not a Strategy Deck)
Communication is everything. So, when you’re working across two organisations, it needs to be clear, consistent, and above all human! Forget the corporate speak. People don’t connect with “synergies” and “leveraging cross-functional capabilities.” They connect with stories, honesty, and clarity.
So, keep it simple. Share updates regularly, be transparent about what’s going well and what’s not, and make space for questions, concerns, and even pushback. That’s where the real engagement happens.
5. Be the Bridge, Not the Bottleneck
I’ve often found myself in the middle translating between two sets of priorities, two leadership styles, and two sets of expectations. It’s easy to become a bottleneck, especially when decisions get stuck or tensions rise.
But your real value is in being a bridge. Help each side understand the other’s perspective. Don’t just pass messages, add context, offer solutions, and facilitate compromise. Sometimes that means having difficult conversations. Sometimes it means slowing down to get alignment. But if you do it well, you become the person both sides trust to keep things moving.
6. Celebrate Progress (Even the Small Stuff)
Change can feel slow. And when you’re working across two organisations, it can feel even slower. That’s why celebrating progress is so important.
Don’t wait for the big wins. Celebrate the small ones: A new process that’s finally working; a team that collaborated across boundaries; a moment of genuine alignment. These things really matter. They build momentum. They boost morale and they remind people that the work is making a difference, even if it’s not always obvious.
7. Stay Anchored in Purpose
When things get messy (and they will), come back to the “why.” Why does this partnership exist? What are you trying to achieve that neither organisation could do alone?
That purpose is your north star. It helps you make tough decisions. It gives you something to rally around. It also reminds everyone, yourself included, why the balancing act is worth it.
I’ve learnt that at the end of the day, this work isn’t just about systems and structures. It’s about impact. It’s about doing something meaningful, and that’s what makes it all worthwhile.
Final Thoughts
Working across two or more organisations is never simple. It’s full of competing priorities, cultural clashes, and moments of real uncertainty, but it’s also full of possibility.
When you get the balance right, when you listen, build trust, communicate clearly, and stay anchored in purpose, it is possible to drive change that truly sticks. You can create something that neither organisation could achieve alone.
And yes, it is a tightrope, but with the right mindset, the right relationships, and a bit of patience, it’s one worth walking.