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Directly Responsible Individual
Directly Responsible Individual
Directly Responsible Individual
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Overview

There’s no denying the central role of collaboration in our connected world. But there’s also no denying that you’ve li ...

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Non igitur potestis voluptate omnia dirigentes aut tueri aut retinere virtutem. Qui autem esse poteris, nisi te amor ipse ceperit? Etenim nec iustitia nec amicitia esse omnino poterunt, nisi ipsae per se expetuntur. Mihi enim satis est, ipsis non satis. Non autem hoc: igitur ne illud quidem. Philosophi autem in suis lectulis plerumque moriuntur. Earum etiam rerum, quas terra gignit, educatio quaedam et perfectio est non dissimilis animantium. Dolor ergo, id est summum malum, metuetur semper, etiamsi non aderit; Quae si potest singula consolando levare, universa quo modo sustinebit?

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Actionable Takeaways
  • Assign DRIs to projects and parts of projects. 

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Totum autem id externum est, et quod externum, id in casu est. Ergo hoc quidem apparet, nos ad agendum esse natos. Cur post Tarentum ad Archytam? Quid enim me prohiberet Epicureum esse, si probarem, quae ille diceret? Quid enim de amicitia statueris utilitatis causa expetenda vides.

Quid ad utilitatem tantae pecuniae? Intellegi quidem, ut propter aliam quampiam rem, verbi gratia propter voluptatem, nos amemus; Quae si potest singula consolando levare, universa quo modo sustinebit? Numquam facies. Idem fecisset Epicurus, si sententiam hanc, quae nunc Hieronymi est, coniunxisset cum Aristippi vetere sententia. Quae qui non vident, nihil umquam magnum ac cognitione dignum amaverunt. Animum autem reliquis rebus ita perfecit, ut corpus; Satis est ad hoc responsum.

Limitations

DRIs mean a single point of responsibility, but not necessarily a single point of thought or work. The risk with this model is that if someone is not the DRI for a task or project, they might not contribute as much, and instead focus on their own DRIs. In that sense, the risk here is inadvertently creating greater silos under the pretense of individuals taking responsibility.

In Practice

Cross-functional practice. 

Gloria Lin, a previous employee at Apple, advocated DRIs and implemented them at Flipboard. In a response originally posted on Quora, she explained the value to cross-functional teams: 

You want a DRI who is responsible for driving the team's sleuthing until the issue is solved. Often this is an engineering lead or an engineering program manager. Say it's mostly a mechanical engineering issue with a little bit of HW involved. Then usually a PD (product design) engineer will be the DRI, and they will work with the HW engineers to resolve the problem. If something keeps failing on the prototype testing lines, then you could have a TPM (test program manager) as DRI, working in conjunction with the Apple engineering teams, testing equipment vendor, and contract manufacturer teams.”

MobileMe and accountability.

In 2008, Apple launched MobileMe, an email system aimed to provide a seamless experience and knock BlackBerry from its business user lead. What’s that? You haven’t heard of MobileMe? That’s because it was a complete failure. 

The story goes that Steve Jobs promptly gathered the MobileMe team to a Town Hall where the relevant DRI was fired and replaced. It should be noted that advocates of DRI point out that firing those responsible is not the main purpose, practice or pay off for using it.  

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Origins & Resources

When Steve Jobs returned to Apple in 1997, one of the major changes he made was to get rid of traditional business divisions, with their separate Profit and Loss (P&L) responsibilities. Jobs fired the general managers of these abolished business units and instead moved to a functional organisation approach under a single business-wide P&L, and this structure remains today. 

This runs against standard business wisdom that tells us that large corporations must be organised through multiple divisions, essentially run as independent business units, to promote accountability. Instead, Apple has focused on functional expertise and greater cross-functional teaming — which some argue is a key contributor to their culture of innovation. 

It might be argued that DRI grew in Apple because of the gap in accountability that grew from the lack of divisional responsibility. Either way, it’s an approach that can be adopted in any organisational size and structure. 

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