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“ Companies that collaborated well within and between sales, marketing, and the rest of the organization- and supported that collaboration with cross-functional processes and systems -were far more effective overall. ”
- Aberdeen, Sales Effectiveness: Helping Sales Sell, 2004
Cross functional collaboration and alignment is a top priority and best practice in the best companies. These companies create a culture that builds cross-functional cooperation. The majority of knowledge sharing and innovation within organizations occurs through people interacting with people - especially within groups or teams that cross conventional organizational boundaries. This internal collaboration translates to an organization that understands and is more focused on the needs of the customers.
PowerSkills Solutions can help your company release and leverage the power of internal collaboration and alignment for exceptional growth and customer satisfaction. We will develop a solution that breaks down the functional silos that exist and aligns the organization to provide a total organizational response to the customer.
Client Case Study
Client: Global leader in Storage Management Systems
Issues: A complex global organization with product divisions aggregated from many acquisitions, rising R&D expense and major customers demanding more seamless solutions across their excellent point products. Over 50 engineering teams were working in silos that prevented a common management approach to software. Potential innovation was bottled up inside the organization where willing engineers were unable to implement technology sharing across the business units.
Solution: PowerSkills interviewed the organization extensively and facilitated numerous forums to identify the bottlenecks and issues that existed. The goal was to establish a new engineering operational governance model for the organization that enabled the efficiency of the business unit structure but also allowed horizontal work to flow freely on key collaborative development projects with common architectures that met emerging customer needs. This required extensive research on emerging best practices in several targeted industries and formulating a flexible, funded technology sharing and governance model that was tailored for and adopted by the organization.
The Results: New development priorities were approved, the common management team was now supported with multi-year funding and goals, cross-team technology forums were instituted, cross organizational talent transfer, promotions and assignments became the norm rather than the exception and the charted pace of innovation of the company was accelerated without significant increases in R&D spending.
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