Breaking Down Boundaries: Achieving Results By Improving Collaboration

Presented by: OnPoint Consulting

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Does This Sound Familiar?

• Coordinating work and information horizontally as well as vertically

• Decision makers without hierarchical position power

• Reporting to two or more bosses

• Involving cross functional stakeholders in decisions

• Sharing resources and expertise

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Objectives

• Understand what makes it difficult to effectively work across organizational boundaries

• Learn three prerequisites required for collaboration in cross functional teams

• Learn what skill is most critical for working in a cross functional team

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Our Experience

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Before the 1960s

Design Engineering Purchasing Manufacturing Marketing Sales

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Responding to Complexity and Globalization Chief

Executive

Functional Manager

Functional Manager

Functional Manager

Staff

Staff

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project coordination

Gray boxes represent staff engaged in project activities

A grid like organizational structure that groups employees by multiple dimensions such as:

• Function

• Product

• Region

• Client

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Moving From Silos to Cross Functional Teams

Design

Engineering

Purchasing

Manufacturing

Marketing

Sales

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Intended Benefits

• Able to focus on multiple business goals simultaneously

• Encourages specialization

• Increased access to diverse resources and capabilities

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Intended Benefits

• Reduced duplication and costs

• More efficient coordination and use of resources

• Flexible staffing and resource allocation

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Intended Benefits

• Speed of decision making; agile response to environmental changes

• Increased motivation due to more democratic and participatory decision making

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The Networked Organization

• Fewer formal ties between matrix partners

• More ambiguity regarding who your matrix partners are

• Increased importance of maintaining lateral relationships

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From Grid to Network

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Challenges

• Conflicting or unclear goals and priorities

• Unclear roles and responsibilities

• Ambiguous or shared decision authority

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Challenges

• Internal conflicts

• Silo-focused employees; conflict of loyalties

• Leaders unaccustomed to sharing decision-making

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Challenges

• Shared resources

• Lack of clear accountability for matrix performance

• Increased complexity

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“This idea that matrix does not work still exists today, even among people who should know better. Organization structures do not fail: managements fail to implement them correctly.”

Jay R. Galbraith,

Professor Emeritus at the International Institute for

Management Development (IMS)

1. Align goals and find common ground

2. Clarify roles and decision authority

3. Ensure the transparency of communication

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Bringing Clarity to Multi-Functional Teams

• Cascade vision and company goals vertically

• Set goals for cross functional team first and use them to guide goal setting for functional, regional or product groups

• Review goals horizontally and ensure they are coordinated and mutually supportive

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#1 Ensure Alignment

• Look for, and make explicit, shared values and beliefs among matrix partners

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#1 Ensure Alignment

• Make goal alignment a formal process

• Provide job descriptions

• Work out roles and decision authority in advance

• Apply the 80/20 rule; focus on 3-5 key decisions and activities

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#2 Clarify Decision Authority

• Involve key stakeholders in the discussion

• Communicate to the next level

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#2 Clarify Decision Authority

• Revise role agreements based on experience

• Responsible – group/person that will “make it happen”

• Approve – group/person that has “go, no go” say

• Consult – group/person whose input must be gotten before the decision is made or the action taken

• Inform – group/person that must be told about the decision after it has been made

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#2 Clarify Decision Authority

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RACI ChartDecision/ Activity 1

Decision/ Activity 2

Decision/ Activity 3

Matrix Partner 1 R C A

Matrix Partner 2 A C R

Matrix Partner 3 C I C

Matrix Partner 4 I R C

Matrix Partner 5 C R I

• Make sure the right people are involved in decisions

• Clarify expectations; don’t assume everyone is on the “same page”

• Check for understanding before responding or taking action

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#3 Transparency of Communication

• Create formal communication plans that outlines who communicates what to whom and when

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#3 Transparency of Communication

• Use action plans to document agreements and expectations regarding accountability and timing

Success depends on:

• The ability to gain the support and commitment of people over whom you do not have direct authority

Working Across Boundaries

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Getting people to change their behavior, opinion, attitude or accept your point of view in a way that meets their needs and without coercion or a feeling of being directed.

What is Influencing?

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Influence TacticsReasoning

Inspiring

Consulting

CollaboratingApprising

Recognizing

Personal Appeals

Exchanging

Legitimating

Pressuring

Coalition

Most Effective

ModeratelyEffective

Least Effective

• Lay the foundation for the effective use of influence well in advance

Demonstrate your credibility and track record

Identify shared goals or common ground

Build positive work relationships and trust

Get to know the needs and values of the people you depend on to get things done

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Tips for Effectively Influencing

• Influence people from their point of view, not your own

• Do not overly rely on reasoning

• Translate “facts” and “features” into benefits

• Increase the use of paraphrasing, empathizing and questions

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Tips for Effectively Influencing

• Identify and regularly communicate shared goals and common ground

• Establish goals and priorities for the matrix team before the individual groups

• Build trust by increasing credibility and reliability

• Demonstrate empathy and a low self-orientation to build relationships

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Best Practices

• Agree on roles and decision authority for key decisions and activities in advance

• Align the performance management system to clarify and reinforce behaviors that support the success of the matrix

• Recognize that cooperation is a fragile state and requires constant attention

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Best Practices

Thank you!

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