Symptom: The interdependencies between groups are not well understood.
A lack of understanding of other groups' lines of business leads people to believe that they should be islands of self-sufficiency, without the option to buy services from other groups within the department.
Cross-boundary work flows are best envisioned as a series of contracts and subcontracts for products. High-performance teamwork results when people view each other as customers and suppliers. This customer focus should be designed into the structure of the organization. A "charter" documents all of the products each group sells, not only to clients but also to other groups within the organization. Charters are the basis for self-forming teams and clear accountability within the team.
Cross-boundary work flows are very much part of the dimension of structure. Defining products (the basis for teamwork) is virtually equivalent to defining organizational "territories." And if teamwork across boundaries does not occur, it doesn't matter what the organization chart looks like; people will revert to islands of self-sufficiency.
Root cause:Structure, work flows copyright 2024 N. Dean Meyer and Associates Inc. All rights reserved.
