Managing Cross-Divisional Collaboration and Strategy Maps
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?