Managing Cross-Divisional Collaboration and Strategy Maps

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Steven Bleistein

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?

  Rick McPherson
Teacher, United States
 

Cross Functional Collaboration - Alignment Maps

I have used an "Alignment Chart" (or map) to show (...)

  Arthi Sairaman
Project Manager, United States
 

Managing Cross-divisional Collaboration

Alignment of commitments and goals at the senior d (...)

  Elizabeth Coleman
Innovation Consultant, New Zealand
 

Collaboration of Two or More Divisions Across Organizational Boundaries

You can also establish a cross-functional board at (...)

  Eric Buining
Consultant, Netherlands
 

Cross-divisional Collaboration

Horizontal and vertical collaboration can indeed b (...)

  Mohamed Hisham
 

Practical Collaboration of Two or More Divisions

In layman terms, collaboration begins with a broad (...)

  Steven Bleistein
 

Response from Original Poster

I appreciate all of the comments and reactions to (...)

  Carel Venter
Business Mentor, South Africa
 

Cross Divisional Collaboration Strategy

Based on my experience, it is possible and also cr (...)

  Francois Aye
Management Consultant, Switzerland
 

Collaboration is an Intangible Asset

Collaboration is indeed a must as the most value-c (...)

  Essens
Strategy Consultant, Netherlands
 

Cross Divisional Collaboration

Collaboration is a basic requirement for achieving (...)

  Eric Buining
Consultant, Netherlands
 

Inherent Simplicity

The basic assumption made within this discussion i (...)

  Vivek Joshi
 

Cross Divisional Collaboration

First examine if the objective is important to the (...)

  Eric Buining
Consultant, Netherlands
 

Collaboration and Sun Tzu

The basic assumption underlying the BSC is that th (...)

  Deepa
Consultant, India
 

Cross Divisional Collaboration

I think in tandem with what @Peter Essens is sayin (...)

  masvimbo
Manager, Zimbabwe
 

When Managing Cross-divisional Collaboration is Easy

I think that if the benefits and advantages of the (...)

  Mohamed Hisham
 

Communicate Goal to Achieve Cross Divisional Collaboration

Agree with Masvimbo totally, its all about clear c (...)

  Eric Buining
Consultant, Netherlands
 

Networking and Communication are not the Answer

Most of the comments I have seen are trying to sol (...)

  Amir Khodaparast
 

CoBRA Programmes and a Collaboration Blueprint

This is an interesting discussion as it centres ar (...)

  John Thomas
Business Consultant, Canada
 

Cross Divisional Collaboration Strategy

When the Strategy Map is cascaded down through the (...)

  Jaap de Jonge
Editor, Netherlands
 

Example of “Normalized Indicator” and “Composite Indicator”

@John Thomas: Very interesting... Please can you g (...)

  John Thomas
Business Consultant, Canada
 

Example of “Normalized Indicator” and “Composite Indicator”

The "Normalized" indicator is one where all the in (...)

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Summary
Forum
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Strengths of Strategy Maps
Disadvantages / Problems with Strategy Maps
Strategy Maps for Customer Service Organizations
Best Practices
Should the Strategy be Communicated? How Much? To Whom?
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