Collaboration projects

Cross-functional collaborations in matrix organisations

Organisation: international pharmaceutical company
Project: increasing cross-functional collaboration within a multi-disciplinary team

An interdisciplinary project in product development has been marked by longstanding conflicts, role uncertainty and different perceptions in regards to the overall objectives and proposed actions. cinco.systems’ main role has consisted in supporting stakeholders with clarifying common roles and expectations, building transparency with regard to the different objectives, the dynamics of the dual role consisting of both project member and representative, as well as dealing with presumptions.

In collaboration with cinco-systems, the project team is working on developing its collaboration room through coordinated communication and decision-making processes as well as establishing rules for a collaborative culture. The team is creating the necessary preconditions for more self-organisation by negotiating with organizational interfaces and networking with key people on the project.

Intercultural collaboration in a joint venture

Organisation: Aerospace industry

Project: Improve processes between different partners of two countries in a joint venture

In this joint venture two parties – Marketing (partner A) and Technology (Partner B) are competing for the distribution of priorities and leadership. In doing so, they are less concernced with the tasks and importance of the positions. Instead, the partners want more influence on and insight into the work of the other party. This results in insufficient information on the activities and conditions of each partner which leads to mistakes, misunderstandings and mutual suspicions. There is strong focus on problems and little focus on solutions.

cinco.systems’ role is based on a combination of working on the hard factors such as tasks, work processes, structures and clarifying cultural issues as well as developing a collaborative culture. The first task at hand is to ensure that the partners are (re)-focusing on their strategic tasks of coping with future challenges so as to reduce the dynamics of the system. Partners consider current core processes and re-identify and re-align strategic success factors. The process optimization is jointly developed and its compatibility with the organisation co-designed.

On the process level cinco.systems helps in assessing positive, well-functioning units in the collaboration process. We create transparency across different problems and objectives, conflicting dynamics and perspectives through short reflections, time-outs and feedback loops. Together, the partners develop more understanding of the other party’s situation in regards to their working style, culture and achievements. They acquire a common working language that integrates into the workflow. This improve their ability to communicate across interfaces and develop new solutions. In addition, cinco.systems supports them by situational simulations of roles and conflict clarifications and models about strategy, leadership, change, process analysis and cross-boundary work.

Creating change: from a functional silo to a cross-functional organisation

Organisation: International manufacturing company

Project: Development of cross-functional work teams that collaborate effectively within the new organisational structure.

The introduction of a matrix organisation implies significant changes for the functional areas of R&D, marketing, sales and production in terms of structures, processes, roles and responsibilities. Cross-sectional teams from different hierarchical levels and functions are created with a strategic product responsibility. The aim is to increase flexibility and professional excellence with a view to challenging market requirements.

To reduce functional silo thinking, a cross-functional collaborative culture is developed laterally and vertically by managers, staff and senior management.

Cinco.systems’ support consists of conducting stakeholder interviews and advising on the development of a roadmap for implementing a cross-functional culture. In addition, “Action Learning” is been used as an approach to support cross-functional teams and their interface partners. During action learning the different teams work on their tasks, such as defining their roles and responsibilities, developing strategies and work plans. They are accompanied through moderation and conceptual advice on cross-boundary collaboration. At the same time they work on developing their own cross-functional team culture through short reflection exercises, time-outs and feedback. Cinco.systems moderates sequential action learning meetings in and between the teams, whereby the new roles and responsibilities are clarified, established and implemented in practice.

Review processes are carried out through dialogue conferences, where the entire system of cross-functional teams, division heads and senior management come together. The aim of the large group conferences is to review and redefine objectives, clarify expectations regarding working methods and decision-making competences and provide a space to express and share emotions, disappointments and aspirations.

A year into the change project clearly shows that cross-functional teams take more corporate responsibility, integrate their skills and competences, take a more holistic and strategic perspective on product development and display high levels of motivation for the team and the tasks at hand. A long the way the teams continue improving their proactive decision making skills, providing clarity in ambiguous situations, rules and responsibilities within the organisation and focussing more on self-responsibility during the implementation of cross-functional working methods.