Cross-Functional

COLLABORATION

INTENTS Facilitation for Cross-Units

+86(21) 6418 0056

Breaking Boundaries, Achieving Results

It’s much easier said than done. It impacts budgets and resources and internal teams.

[Our] teams understand each other; there is sympathy and empathy across departments.

[We] work across the boundaries between departments to meet external needs. It’s not an option but a necessary condition. [We] provide support to each other to maintain the smooth operation of the whole organization.

The Plan

The Reality

In many organizations, people find great comfort in their functional identities. They relate most closely to their functional counterparts, assess their careers and achievements against functional goals. Their functions are their homes.

Many professionals and functional experts view attempts at change as threats or attacks. Working across silos might mean losing that sense of home, becoming disconcertingly rootless.

The question that the management needs to answer is:

“How can we create processes to ensure that all the shared resources and competencies of each department create value for customers?”

our cross-functional collaboration workshops are carried out around just that question

KPI Alignment

‍ Workshop

Popular Workshops

for Cross-Functional Collaboration

Conflict Resolution Workshop

Process Redesign Workshop

To achieve our goal, what do you need from me? This intensive workshop is most effective (and needed) when trying to rebuild communications that have totally broken down.

In a collaborative approach, people involved in the tug of wars work with each other to develop win-win solutions that meet every party’s needs.

As a complex system, all functions are inter-connected with each other, change one part, other parts need to change as well. Otherwise, the change will not likely to happen.

It is supremely important for people who work in groups to recognize this: groups that can tolerate the stress of the Groan Zone are far more likely to discover common ground. And common ground, in turn, is the precondition for insightful, innovative co-thinking.

Executives can encourage collaborative behavior by making highly visible investments - in facilities with open floor plans to foster communication, for example - that demonstrate their commitment to collaboration.

When dealing with multiple stakeholders, a collaborative, accordion consensus-building process will take longer than a traditional, top-down, linear approach but, in the end, should progress to the implementation phase more quickly, with significant savings of resources.

Sam Kaner

~ Leading Expert on Consensus Decision Making

Lynda Gratton

~ Professor, Longdon Business School

David Straus

~ Founder, Interaction Associates

沪ICP备：05038920号 | Tel: +86 (21) 6418 0056 | Email: service@intents.com.cn

Address: Building 86, Lane 39, South Shaanxi Road, Shanghai, China