Every company is different and its approach to inter-functional cooperation is different. However, there are five basic steps that all companies can follow to see the most value from these new (if optimized) processes.
1. Explore your culture.
Does your culture reward collaboration? (Answer must be yes)
If not, you did it wrong. According to The Conference Board, more engaged leaders focus on “developing a culture of cooperation.” And this collaboration is essential to creating an agile business where groups of people work together in different teams to achieve key goals and discover new opportunities differently.
2. Practice what you preach.
Hi Managers: If you want your teams to work together on the lines that work, you have to practice what you preach. However, if you are 61% of leaders, you probably do not always communicate with your peers.
C-suite executives and senior executives must step out of their own worlds and responsibilities to connect with their colleagues. Take time to discuss with people from across the organization about successes, goals, and ways to discover new opportunities for collaboration. You will be glad you did.
3. Develop clear tasks and shared goals.
While the functional force has been removed, some teams have difficulty determining roles and responsibilities. Above all, they do not have a clear idea of how these tasks come together to achieve more of the company’s goals. To fix this, let your team come together with a central vision. Different groups can use this vision to guide them in creating measurable tasks and sub-goals.
Sales, product, product development, marketing, design, and other areas can then come together and communicate to identify important tasks for their groups. Through continuous communication, collaboration and cooperation, everyone can contribute to a greater, universal goal.
4. Re-evaluate employee rewards and recognition.
If you want employees to change the way they work, you can better reward them. Provide them with an updated list of key performance indicators (KPIs) based on the team’s project goals or core organizational goals. But a small warning: some people work together before they are measured and evaluated based on their work performance.
Most companies do so (55%), says Deloitte. Get 28% notifications from companies that rate employees based on team metrics. Managers who work closely with HR to streamline the evaluation process focus less on completing individual work and more on broader team performance.
5. Provide the correct tool.
Now is the time to give them the right team management tools. You’ve probably designed many technology solutions to help your teams communicate in real-time, collaborate on tasks, and share documents and information. From email to Slack to targeted project management applications, these disconnected tools often cause a lot of headaches – especially when the goal is improved alignment between features.
The digital task management solution acts as a centralized center for all teamwork. Workflows are created for specific teams and projects and can be further customized based on specific tasks and checkpoints. It speeds up task completion and deadlines and allows all team members to contribute evenly to interviews and assessment cycles.
Companies that want to see cross-cutting alignment need to rethink the way their teams set goals and measure results. Above all, it must completely rethink the way we communicate and collaborate, and support work anytime, anywhere that can improve productivity and inspire innovation. A digital task management solution can help you achieve all this and more.
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