|
Managing Cross-Divisional Collaboration and Strategy Maps
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?
|
|
| |
|
|
|
|
Read all responses and join this discussion yourself.
Support your management career and your personal development with 12manage.
|
|
