Cross Functional Workshops

At Googol we claim "diversity is a dynamic strength". With this we put an aim at the value of bringing people of different trades, experiences and even types of personalities together, to find problems and solve them in new ways. To achieve innovation, a solution has to be brought to forming value. The route towards this can also be defined in new ways through the collaboration of diverse teams. Now, bringing people together from different ends of the organization can also achieve this effect in the microclimate of your own organization.

In a recent workshop for mechanical industry producing industrial equipment, the disadvantages of different departments continuous sub optimization of focus, became all too clear. They had all looked at the solutions only catering to the needs they had- without any consideration to what happened neither up-line nor down-line in the process. This specific group consisted of manufacturing, purchasing,development, quality, market and a few “outsiders”. When we put them together and gave them insights from their colleagues, epiphany appeared.

"So, that is a problem to you!", "this is something that affects you!" and "we had no idea", these were words consistently repeated.

A very hands-on and simple example was the case with a large sticker that had been added to a product for PR reasons. It looked cool which is important to the buyers or users experience, but it was all too complicated for manufacturing. It took them hours to add it in the high quality way that the team demanded. However, this the feedback never reached all the way back to the up-line process owners. When spotlight was turned on this issue during this workshop, several ideas and solutions surfaced enabling equal customer value, with less stress on the process. The time spent on the sticker could now be spent on other enhancing activities. This is Lean to its core.

Once the understanding of the realities sunk in an even more, quite a few "what if?" statements started to appear. People started to exchange experiences and shared solutions in a very creative manner. The team feeling became immense as they dug intoeach other’s work situations and the holistic outcome of the whole process became more important than the previously dominating sub optimal views that now perished. The energy in these kinds of discussions is amazing. Well worth to discover.

Just the realization that you are not alone to have issues and problems helps! Once you realize this you are more open to help the others in your organization. Then the concept of "What can I do for you?" surfaces. And that is crucial for an efficient and effective organization.

If one does not approach innovation activities in a cross-functional way the risk of failing is very large.

Here a few hands-on tips on how to facilitate cross-functional teams

No ”monkeying around”. In new teams it’s not uncommon that there is somewhat of running around bashing sticks to theground, just as juvenile monkeys do to intimidate each other and arrange a hierarchy. Hierarchies are usually directly contra-productive to creation, motivation and understanding, which are needed to accomplish results here. Hierarchies work best when it comes to pushing short-term activities in non-functional teams. So there should be no more ”my business is more important than your business” gaming here.

Intro- before extroverts. One of the most common faults in facilitating diverse teams is that no consideration is taken to that what forms our strengths; also mean that we operate in different dimensions. It’s too easy to accommodate the extroverts primarily. They seek the spotlight and have tons to express. Giving them the immediate role of initiating the dialogue can form teams were the introverts’ keep on keeping. This is again contra-productive. Research has shown that introvert leaders are better at managing creative teams, so by giving the team time to contemplate and reflect and arranging structured moments for sharing insights, at a start, can help enable the teams real cross functionality.

The knowing-, guessing areas. Form clear and distinct areas or zones in space or time, where knowing; insights, research and results is shared and other where guessing; creative, playful, explorative and visionary ideas are shared. This can help teams to let go, set their minds free and participate. Some people find it really difficult to participate in non-evidence based development. They find it difficult not to be in control and know the answers. Others also have a tendency to down play the ideas from others, when not fully water proof. This will lessen the dynamism of the team. Allow for space for all.

Set the stage. Efficiently getting the teams to work, we need to minimize the takeoff zone. Sometimes 80 % of the efforts are spent on just setting the stage. People introducing each other,positioning their needs and what outcome they want. Joking around and gibbering about nothing. By sharing an agenda, the process and what each step of the process is meant to provide- the team knows what to expect. Also by speaking to each participant, getting to know them beforehand, listening to their needs and understanding their perspectives, will help you facilitate the teamwork.

Well, these are a few of the odd suggestions we have. We continuously share and are happy to do even more so, of our experiences.

Klas Bertilsson and Dariush Ghatan