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Steven Bleistein
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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? (...) Read more? Sign up for free
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Rick McPherson, Teacher, United States
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Cross Functional Collaboration - Alignment Maps
I have used an "Alignment Chart" (or map) to show (...)
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Arthi Sairaman, Project Manager, United States
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Managing Cross-divisional Collaboration
Alignment of commitments and goals at the senior d (...)
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Elizabeth Coleman, Innovation Consultant, New Zealand
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Collaboration of Two or More Divisions Across Organizational Boundaries
You can also establish a cross-functional board at (...)
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Eric Buining, Consultant, Netherlands
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Cross-divisional Collaboration
Horizontal and vertical collaboration can indeed b (...)
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Mohamed Hisham
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Practical Collaboration of Two or More Divisions
In layman terms, collaboration begins with a broad (...)
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Steven Bleistein
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Response from Original Poster
I appreciate all of the comments and reactions to (...)
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Carel Venter, Business Mentor, South Africa
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Cross Divisional Collaboration Strategy
Based on my experience, it is possible and also cr (...)
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Francois Aye, Management Consultant, Switzerland
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Collaboration is an Intangible Asset
Collaboration is indeed a must as the most value-c (...)
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Essens, Strategy Consultant, Netherlands
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Cross Divisional Collaboration
Collaboration is a basic requirement for achieving (...)
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Eric Buining, Consultant, Netherlands
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Inherent Simplicity
The basic assumption made within this discussion i (...)
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Vivek Joshi
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Cross Divisional Collaboration
First examine if the objective is important to the (...)
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Eric Buining, Consultant, Netherlands
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Collaboration and Sun Tzu
The basic assumption underlying the BSC is that th (...)
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Deepa, Consultant, India
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Cross Divisional Collaboration
I think in tandem with what @ is saying. Cross div (...)
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masvimbo, Manager, Zimbabwe
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When Managing Cross-divisional Collaboration is Easy
I think that if the benefits and advantages of the (...)
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Mohamed Hisham
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Communicate Goal to Achieve Cross Divisional Collaboration
Agree with Masvimbo totally, its all about clear c (...)
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Eric Buining, Consultant, Netherlands
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Networking and Communication are not the Answer
Most of the comments I have seen are trying to sol (...)
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Amir Khodaparast
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CoBRA Programmes and a Collaboration Blueprint
This is an interesting discussion as it centres ar (...)
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John Thomas, Business Consultant, Canada
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Cross Divisional Collaboration Strategy
When the Strategy Map is cascaded down through the (...)
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Jaap de Jonge, Editor, Netherlands
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Example of “Normalized Indicator” and “Composite Indicator”
@: Very interesting... Please can you give one exa (...)
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John Thomas, Business Consultant, Canada
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Example of “Normalized Indicator” and “Composite Indicator”
The "Normalized" indicator is one where all the in (...)
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Special Interest Group Leader
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