Cross-Functional Working

Introduction
Many clients are finding that "cross-functional" working issues are impacting more and more upon their business. Things in the corporate world are moving faster (communications, globalisation and technology reduce decision-making cycles and turn-around, as we know).

Less people are being asked to do more (downsizing and slash and burn of staff that is leaving people with multiple roles when they may previously have had just one). Games like "Rollerball" and "The Big Picture" have been designed with cross-functional working in mind. To achieve the whole task sub-units or teams must share ideas, resources and effort to get it done.

Many change initiatives in companies include a big focus on cross-functional working and as we know many people fear change unless it is very well handled. For many working across functions other than their own is a big change.

What is Cross-Functional working?
Basically it is what it says it is, working, operating or communicating across different functions within an organisation (like R&D, Marketing, Sales and After Sales working closely to create full spectrum solutions up-front instead of just putting out fires later when sales end up with something customers don't want).

Imagine an Army trying to attack (or defend) a fortified position without close co-operation and consultation between Infantry, Armour, Artillery, Air Force, Intelligence etc. Each element is absolutely crucial for both the overall strategy and the tactical elements of that strategy to occur.

The individual units within that Army may have their own esprit de corps and operating methods (essential for diversity and developing different skills. They may also have a healthy internal competitive energy, but when the fight comes, they are all on the same team (like State of Origin then uniting into the Australian team).

The way it used to be
Traditionally people have been accustomed to working on their own patch, being responsible for their own results and their own people or product range (within their function or department).

Traditional management was driven towards these functions or departments within companies focusing almost entirely on their own bits of the picture, but rarely seeing how they dovetail into the bigger picture (let alone actively consulting with or referring things to other functions or business units).

The way it is now
Companies are now trying to instill into teams the importance of seeing the bigger picture and fitting into it. Downsizing, faster decision making cycles and loads of other stuff is forcing people to work differently and change the way they do things.

In extreme cases (like global Telecommunications companies) a customer may be sold services from their local representative and then on-sold expertise or services (or even just have advice sought on their behalf) from an arm of the company in a different country.

Why just focus on your bit alone if tapping into the ideas and resources of another function or department will help the customer or your execution of a product?

This approach widens the competitor entry gap (the more stuff you can impress a client with or have them using from your company, the less likely it is for a competitor to lure them away). And quite simply in most cases, two heads (or diverse approaches) are better than one when it comes to solving problems.

In fact the performance of one arm of the company ultimately impacts the end-result of all others anyway. Classic Interdependence!

A bad experience in one restaurant will turn that person off the whole chain or brand. Likewise a bad link in the chain of product development between Research and Development - Marketing - Sales and then any After Sales service lets everyone who has gone before or will come after down

Like Rollerball, companies need to make sure that every part of the process dovetails into the other for a smooth overall process that gets the job done (whatever it is).

Why don't some often work cross-functionally naturally?
Human nature can make people very comfortable with what they know and fearful of letting things go that they may perceive as being within their realm of control or power.

Looking at another function or department as an "us and them" thing can be bad when they really need to see themselves as really part of one bigger organism and one bigger process (ultimately that process is everyone working towards delivering customer satisfaction via a product or service).

Failing to see the bigger picture and work co-operatively and actively across functions can result in lost opportunities, wastage and the true diversity often needed within organisations just to survive these days.

In extreme cases it is like a set of Silos or Stovepipes where separate things are going on independently and never cross. Reality now dictates that often the StovePipes and Silos need to be crossed to enable full spectrum problems to be solved and opportunities to be fully exploited.

What do teams and individuals need to see, practice & learn
See the benefits of working across (imaginary) boundaries that may exist between functions

Realise more long-term profit / benefit arises from combined efforts (you may not see results straight away, but patience and effort to make it happen can work).

Cross-functional working may take more effort, better planning etc, but will create more opportunities for all in the bigger picture.

Everyone irrespective of where they are from is part of the same overall process / organism that ultimately delivers the product or service. Take on out, it doesn't work!