A Guide to Change - Knowledge Resources
A Guide to Change
Approaches to Workplace Innovation: Cross-functional business units
- Introduction
- Approaches to Workplace Innovation: Workplace Partnership
- Approaches to Workplace Innovation: Cross-functional business units
- Approaches to Workplace Innovation: Self Managed Teams
- The benefits of change for you and your company
- Understanding the pressures for change
What are cross-functional business units?
Cross-functional business units are teams of employees from different departments within a business who collaborate on projects or tasks, bringing with them their specific knowledge in order to collaborate on achieving joint goals.
Why should I establish them?
Two heads are better than one. By establishing a forum for people from different departments to meet and brainstorm ideas, then suggestions can arise to the benefit of the business that otherwise would not. They provide the mechanism for learning, co-ordination, collaboration and mutual understanding across organisational boundaries.
Case Examples
- CAe INVERTRON
CAe Invertron develops computer software. Efficiency had to be improved following expansion of the business and the company changed from a functional structure to project based working. The Business Advantage Team was established as an Îinternal consultancy groupâ to solve problems, to exploit opportunities in different areas across the company and to support the new work structure. The company needed to become a learning organisation. A core characteristic of learning organisations is the ability to solve problems in the long term, rather than just dealing with the symptoms on an ad-hoc basis. The Business Advantage Team became a key driver of the change process and the move towards new ways of working. - CAF, FRANCE CAF, a national Social Security organisation in France, experienced rapid growth in its services. Client reception and benefit payments were previously separate and there was no link between the functions. Staff from payments were now expected to work in reception, to cope with the increase in demand. This caused conflict and a strike because staff were not prepared to work with people in social and psychological difficulty. Staff were culturally unprepared for the adaptation in attitudes that was required of them. An investigation into the source of the problem led to reorganisation of the physical workspace. Outside experts conducted the investigation in conjunction with staff, and all staff that would be affected by the change were consulted about the implementation plan. The reorganisation and consultation process levered improved working conditions, and co-operation between reception and payments.
Key Learning Points
- Internal consultancy groups aid problem solving
- Centralised support teams are most effective when they facilitate others to solve problems for themselves.
- Staff must be equipped to cope with the any changes to working conditions brought about by cross-functional demands
