The Power of Cross-Functional Teams

I've been fortunate to lead large-scale transformations across several organizations, and each experience has taught me invaluable lessons. If I had to distill one key takeaway, it would be this: the success of any transformation hinges on the people you bring together —specifically, the cross-functional teams that drive the work forward.

Let me take you through my journey and share what I’ve learned along the way.

Sponsor Alignment: The Starting Point

When I began leading these initiatives, I quickly realized how critical sponsor alignment is. Sponsors who are actively involved, visible, and committed make all the difference. They advocate for the change, build coalitions when needed, and communicate the vision consistently. Unfortunately, not every project starts with such sponsorship. But let’s assume you’re lucky enough to have aligned sponsors (as I was in some cases). What then?

The next step isn’t diving straight into plans or discoveries—it’s assembling the right team.

Building the Right Team: A Crucial Decision

One of the first things I did was identify who needed to be part of the working group. Depending on the scope of the transformation, this could mean pulling in people from different functions, departments, and even regions. Even for a a global IT transformation, you may need to include representatives from finance, operations, HR, technology, and regional offices.

Why so many people? Because transformations touch every corner of an organization, and you need diverse perspectives to ensure nothing falls through the cracks. These individuals became the backbone of our efforts—they guided others, executed tasks, and kept us grounded in reality.

But trust me, simply bringing people together doesn’t guarantee success. You need the right mix of skills, attitudes, and collaboration.

Operating Mechanisms: Beyond Agile

Early on, I thought Agile methodologies were the only solutions for managing cross-functional teams. While they’re excellent tools, I soon discovered they weren’t always practical in every situation. Instead, I focused on fostering collaboration among subject matter experts (SMEs) from various functions.

Here’s what worked:

• Moderating Discussions: As the transformation leader, I facilitated meetings to keep conversations productive and aligned with our goals. Conflicts arose naturally, but moderating them turned those disagreements into opportunities for innovation.
• Breaking Down Silos: Many SMEs didn’t realize how interconnected their challenges were until we brought them together. Once they started sharing pain points, they began empathizing with one another. Suddenly, solutions that seemed impossible before became achievable.

Wearing Multiple Hats: The Reality of Leadership

As a transformation leader, I quickly learned that wearing multiple hats comes with the territory. One day, I was strategizing high-level objectives; the next, I was troubleshooting technical issues or mediating disputes between team members. It wasn’t glamorous, but it was necessary.

Here’s what I did to stay effective:

• Provided Structured Guidance: I ensured the team stayed focused by setting clear expectations and facilitating regular check-ins.
• Removed Blockers: When obstacles emerged, I worked tirelessly to resolve them, whether it meant securing additional resources or escalating concerns to senior leadership.
• Kept the End Goal in Sight: No matter how complex the challenges became, I reminded everyone why we were doing this—and how their contributions mattered.

Dynamic Role-Shifting: Flexibility Is Key

In real life, dissolving one team and forming another based on evolving needs isn’t always feasible. So, I encouraged team members to adopt flexible mindsets. Some led certain initiatives while contributing to others as advisors or participants. This adaptability allowed us to pivot quickly and respond to changing circumstances.

People Power: The Heart of Transformation

At the end of the day, people are the heart of any transformation. Here’s what I observed about successful teams:

• Transformation Mindset: At least 80% of the team embraced change as a norm. They saw challenges as opportunities rather than roadblocks.
• Role Flexibility: Titles didn’t matter as much as willingness to contribute where needed. Whether someone was leading, following, or supporting, their commitment drove results.
• Shared Goals: Everyone understood and bought into the vision. This alignment kept us moving forward, even when the going got tough.
• Enjoyment Factor: Surprisingly, the most successful teams were also the happiest. When people enjoyed their work, they performed better and inspired others.
• Reward Alignment: We tied incentives to transformation goals, ensuring everyone felt valued and motivated.

Lessons Learned: Actions Speak Louder Than Words

Looking back, I realize that forming effective cross-functional teams with the right mix of skills and attitudes made all the difference. With the right people in place, actions spoke louder than any theory. Sure, it was hard work—but that’s why they call it leadership.

And if there’s one thing I know for sure, it’s this: you can design the best plans and strategies, but without the right team, none of it will come to life.

So, if you’re leading a transformation, focus on building a strong, collaborative team. Trust me—it’s worth the effort.