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Managing Cross-Divisional Collaboration
Steven Bleistein, Consultant, Japan, Member
Often, achievement of a Critical Success Factor requires collaboration of two or more divisions across organizational boundaries. For example, to increase sales of new products in overseas markets, collaboration between international sales, R&D, and marketing might be required.
However, these divisions tend to be managed separately, and might also have separate divisional strategy maps.
While strategy maps can help in working out a collaborative relationship between vertical organizational entities, strategy maps and BSC seem to offer little for managing horizontal collaboration relationships, responsibilities and accountabilities compared to managing vertical commitments.
I would be interested in community member experiences, and what have you done to address this issue?... Register
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Cross Functional Collaboration - Alignment Maps
Rick McPherson, Teacher, United States, Member I have used an " Alignment Chart" (or map) to show on the right the top goals/objectives of the business, then had each department identify what... |
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Managing Cross-divisional Collaboration
Arthi Sairaman, Project Manager, United States, Member Alignment of commitments and goals at the senior divisional leadership level is going to be critical. Make sure that they carry the same commit... |
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Cross-divisional Collaboration
Eric Buining, Consultant, Netherlands, Member Horizontal and vertical collaboration can indeed be establised by using alignment maps. However, the common goals and objectives of lower level entiti... |
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Response from Original Poster
Steven Bleistein, Consultant, Japan, Member I appreciate all of the comments and reactions to my original post. Some very good advice and insights here. Mohamad Hisham however is echoing my conc... |
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Cross Divisional Collaboration Strategy
Carel Venter, Business Mentor, South Africa, Member Based on my experience, it is possible and also crucial to optimize inter-divisional synergy.
The approach I use:
1. Start the strate... |
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Collaboration is an Intangible Asset
Francois Aye, Management Consultant, Switzerland, Member Collaboration is indeed a must as the most value-creating processes often cross units of business. Collaboration is primarily an intention and ... |
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Cross Divisional Collaboration
Essens, Strategy Consultant, Netherlands, Member Collaboration is a basic requirement for achieving adequate responses to complex problems. Networking within and between divisions in organizations... |
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Inherent Simplicity
Eric Buining, Consultant, Netherlands, Member The basic assumption made within this discussion is that reality is complex. Complexity is usually defined as "the more data elements one has to provi... |
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Cross Divisional Collaboration
Vivek Joshi First examine if the objective is important to the organization as a whole ie, is it a part of the formulated corporate strategy. If so, then the i... |
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Collaboration and Sun Tzu
Eric Buining, Consultant, Netherlands, Member The basic assumption underlying the BSC is that the Critical Success Factors (CSF's) are included based on cause-effect relationships. My premise is t... |
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Networking and Communication are not the Answer
Eric Buining, Consultant, Netherlands, Member Most of the comments I have seen are trying to solve symptoms and not root causes.
As long as departments and divisions are measured on their own... |
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Strategy Maps
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