How can cross-functional programs promote agility and adaptability?

I use these types of approach to break down barriers, drive organisational learning, ensure perspectives from across the organisation are considered and create buy-in for the identified actions and solutions.

One of the keys to successful agility is diversity of thought. Siloed thinking can be speedy, but can often lead to inefficient or even wrong decisions. A cross-functional approach to problem solving and project management ensures we get the "mind of the staff" and it means we have a better chance to avoid mistakes.

Cross functional teams should be an orthodox practice! Being knowledgeable about other parts of an organisation can only help us understand our company, products, services and goals that much more efficiently. Plus developing friendships and strong working relationships with key contacts in different teams can make communications much quicker and more effective.

Cross-functional program want to deliver great outcome must be agile and adaptive. Here is why: 1. Optimize effort of all related function at least 2 times by alignment and execution toward the same direction from beginnings. 2. Encourage understanding others' function painpoint to design a feasible solution that other functions can operate well. 3. Require regular catchup to adapt and mitigate any risk of delay or changes.

Cross-functional programs drive agility by fostering collaboration, enabling rapid decision-making, and leveraging diverse skills. They break down silos, promote open communication, and create a culture of adaptability essential for navigating dynamic business landscapes.

As always, I like to start with the End in Mind of what you are trying to accomplish with the program and set clear goals that everyone can agree and align on. You also need to make sure you have the resources, support, funds if necessary to sustain it over the long haul. A list of relevant topics, activities, delivery methods, and practice times also help to make sure things are working correctly. Lastly is keeping a pulse on what is working or not working with measurable outcomes that everyone can agree is helping in their individual roles is hugely helpful.

Set the goal and time target to achieve the goal. Every person had different basic knowledge, speed to learn and behaviour, so as the leader we have to set the goal, planning and timing and make record of their training/ coaching to compare with their target agreement.

Designing successful cross-functional programs necessitates a strategic and comprehensive approach that takes into account various critical factors. To begin with, a clear understanding of the organization's goals and objectives is paramount. The program's design should align closely with the overarching vision and strategy of the company to ensure that it contributes meaningfully to the development of cross-functional leadership.

In my experience it is important to understand what you really want to achieve first. It does not make sense to just start a "cross functional program". It is about achieving a specific goal. Sometimes a cross functional team is not the answer. In other cases it might be the best solution. The power of a cross-functional programs lays in delivering a goal, when the depending accountabilities span across different business units. E.g. it makes totally sense to relaunch your sales app in a cross-functional program. Pulling teams from marketing, brand, sales and technology together. Having all working on the same goal, very focused and as one team.

Designing a cross-functional program involves careful planning and consideration of various factors. This steps am using to design a cross-functional program: 1. Identify the Program Objectives achieved. 2. Define Program Scope. 3. Establish Clear Roles and responsibilities 4. Foster Effective Communication 5. Develop a Project Plan 6. Provide Cross-Training and Skill Development 7. Encourage Collaboration and Relationship Building 8. Monitor Progress and Evaluate Results 9. Continuous improvement By following these steps, its effectively designed a cross-functional program that promotes collaboration, addresses organizational challenges, and helps achieve desired outcomes.

It also requires to be brave - brave to acknowledge and accept your own shortcomings AND brave to ask what some people may think are "stupid" questions. The former will lead to your own growth and understanding of the various aspects of the organization. The latter will help inject new thinking/ideas or strengthen old ideas when valid.

I have had some amazing leaders to learn from in this arena. I learned that people who work best in cross-functional programs are willing to do the following: 1-Be a devils advocate for group thinking ideas 2-Pose questions in a non-attacking emotionally intelligent way 3-Disagree as well as agree to support what is decided together. 4-Attach the Idea, not the person. Those 4 things guide me in any cross-functional collaboration.

Starting strong is essential for cross-functional team success. Begin with a clear, focused kickoff, setting objectives and expectations. Establish a feedback mechanism for continuous improvement. Develop a unique team language for clear communication. Agree on processes for generating, debating, and deciding on ideas. These initial steps are crucial for guiding future actions and ensuring high-quality output, as restarts or recoveries are not viable in today's fast-paced, competitive environment. Success hinges on well-defined beginnings and consistent behaviors.

I've had the privilege of learning from exceptional leaders in this field, and they've shown me that individuals who excel in cross-functional programs are those who: 1. Challenge conventional wisdom by playing the role of a devil's advocate for group ideas. 2. Articulate inquiries in a manner that's emotionally intelligent and non-confrontational. 3. Are comfortable both in expressing disagreements and offering support for collective decisions. 4. Focus their critique on the idea itself, not on the individual presenting it. These four principles serve as my guiding principles in any cross-functional collaboration.

Cross-functional programs promote agility and adaptability by bringing together employees with diverse skills and perspectives to share knowledge, break down silos, and make faster decisions. To apply cross-functional skills, volunteer to work on cross-functional teams, be open to learning from others, share your own knowledge, and be flexible and adaptable.

Effective communication stands out as a cornerstone when applying cross-functional skills. It is imperative to foster clear, concise, and consistent communication, ensuring that messages align seamlessly and facilitate agreement on goals, roles, and expectations. Collaboration itself is enhanced through the integration of diverse data, insights, and ideas. Applying analytical, critical, and design thinking enables individuals to solve problems and innovate creatively with different functions and teams. The synthesis of varied perspectives contributes to well-rounded solutions and fosters a culture of continuous improvement and adaptability.

Part of me feels that culture has to do a lot with this one and what a company will support or not support within its own conflict management style. Hopefully the people involved have been trained or are the key people in each organization that are emotionally intelligent enough to have conflict and are able to work through it. The biggest challenge comes for me in these situations when someone is too stubborn or not collaborative enough to work with others and they hold back the progression of the group. I like to start by asking myself first, "Am I willing to work through conflict or problems?" Gotta lead with what you expect.

At the risk of over simplifying things, I would say one of the best ways to get unstuck is to ask people to check in and see if they understand the rules of the cross functional team. It really is as simple as what you do in checking the culture of your company or if everyone is aligned around a certain brand service or product. Ask - what are we here to do? What are the outcomes that we’re striving for and what are your roles in helping to derive those outcomes?

According to my experience Building relationships is the key to success in cross functional projects. Recognize, appreciate and respect. Foster a culture of mutual respect and appreciation for different skill sets, recognizing the value each function brings to the overall success of the team or project. Develop a shared understanding of objectives and address conflicts promptly.

What about building a BizDevOps organisation? A cross-functional program might be a good starting point and easier to implement. But what happens afterwards? E.g. relaunching your product in a cross-functional program. Who will take care about version two and three? If there is constant need that people across the organisation work along an outcome, you might want to consider building a BizDevOps organisation. However, starting with cross-functional programs is a very good starting point to bring everyone on the journey working "more agile" and "across silos".

To be able to colaborate among cross functional teams, flat organization is needed. In the companies, still led by traditional leaders, it’s not easy to make cross functional interaction happen.

Another important benefit of these types of cross-functional programs is building empathy. One of the reasons for any sort of gap/silo formation in any cross-functional department is also a lack of empathy towards others. When cross-functional programs are conducted this gives the person insight into how other division works and what are their practical challenges that impact outcomes and let us think by putting us into their shoes. If Empathy is there, then many issues get automatically settled without any extra effort.

Cross functionality allows for more participative decision making. This also allows organisations to create ownership across functions in a seamless way. Having a plan is good, having a plan where your teams have skin in the game makes it indestructible #thisistheway

Offer cross-functional training and development programs to help employees gain a better understanding of other departments' functions and responsibilities. This can foster a more holistic approach to problem-solving and encourage a broader perspective among team members. Keep in mind the employee change curve and how people adapt at different rates, need various supports and need to understand the context and 'why' behind this eg better collaboration, more synchronization, speed to market etc