Cross Functional Alignment: Why a big problem just got a little easier
Cross-functional Alignment emerged as one the top challenges faced by leaders in 2019. While we expect the same in 2020, there is good news: Alignment can be fixed a lot quicker than you might think.
Here are some Client stories that show how leaders in 3 organizations transformed alignment and cross-functional collaboration into a competitive advantage in just 24 weeks.
Cross-functional Alignment
Pulling Together to Deliver the Strategic Agenda
Delivering the strategic agenda – a selection of key strategic projects and priorities – would depend on all departments and teams pulling together. But for an organization traditionally organized along rigid functional lines, cross-functional collaboration wouldn’t be easy.
“The new products, technologies and processes that we have planned cannot be delivered by heroic solo-runs or corporate silos” the CEO had repeatedly warned. So, the data putting alignment at 77% was greeted with interest.
Quickly the CEO’s eyes fixed on the figure of 23% Misalignment. “Does that mean that one in four people in the organization are not pulling in the same direction as the rest of us? he asked in rhetorical fashion.
Find out what happened next - the story continues here.
Cross-functional Collaboration
The shift from hierarchy to a network of teams
The organization had become a network of teams, with most executives (63%) participating on two or more committees or teams. The transition from hierarchy to matrix promised greater speed and agility, but it had a surprising hidden cost.
A decade ago the corporation was defined by the classic organizational chart – a top down hierarchy where people operated in their functional silos. Today’s analysis illuminated a network of teams criss-crossing the organization.
It wasn’t all good news however. As the data was about to reveal, becoming a network of cross functional teams involved some considerable pain and frustration.
“Welcome to the matrix …nobody said it would be easy!” quipped the Head of Strategic Projects. An insider joke, it was her insightful interpretation of the data on collaboration and alignment.
Find out what happened next - the story continues here.
Alignment of Purpose:
The Team with a 68% ‘Compelling’ Purpose
“I am blue in the face communicating the strategy” said the CEO in a frustrated tone. “Surely everybody knows it by now!?!” he added with a look of disbelief. The data had just revealed otherwise – the score for “clear and compelling purpose” was a disappointing 68%.
The data had just revealed otherwise – the score for “clear and compelling purpose” was a disappointing 68%. But that was only part of the story.
The data revealed misalignment of up to 23%, with implications not just for strategy, but also resources, culture and structure.
Find out what happened next - the story continues here.
The Alignment Challenge: Test and re-align over 24 weeks. Are you ready? Talk to us.
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