In the era of outsourcing and the evolution of business processes, good mastery of management tools represents a real competitive advantage for you or your company and it would be detrimental not to take an interest in it. Spotlight on the transversal management that everyone is talking about.
Definition and fundamentals of cross-functional management
Cross-functional management pursues a goal, of allowing several partners to adhere to a common project and to carry it out without following the classic hierarchy of the company. It advocates breaking down barriers to associate the activities of the different stakeholders to optimize results.
Concretely, it comes in four different forms:
Project implementation
The implementation of recurring processes in the company (pay slips for example)
Creation of working groups
Development of intra-company networks such as CRM
The advantages are numerous, they allow among other things to improve the quality of products, to lighten the production processes or to encourage innovation. The implementation of this type of management which disrupts the traditional model is not necessarily obvious.
Cross-functional management: The risks of a non-hierarchical organization
Many issues will indeed arise. First of all, without a hierarchy, how can partners be mobilized and made responsible for the project? Each actor must be aware of the issues and feel involved throughout the process.
Egos also need to be managed, and trades that are not used to exchanging information with each other need to work together. Internal communication is also an element that should not be taken lightly; all participants must have access to the information essential to the proper management of the project promptly.
The qualities of a cross-functional manager: coordination and cooperation
So, how do you recognize a trained and effective cross-functional manager? First of all, the latter must know how to effectively put together a team by choosing complementary and involved collaborators. He must also ensure the creation of a dynamic working environment conducive to exchange. To do this, he must act as team captain without forgetting the absence of hierarchical links between the participants. No team management can be done without clear and effective communication.
The manager must therefore strive to transmit the relevant information to each of the stakeholders; this is one of the keys to his team’s support for the project. He must also ensure that the project is in line with the company’s overall strategy. Any cross-functional manager must be in regular contact with management and ensure that the instructions provided are respected by all project collaborators.
Mastering cross-functional management is not easy and requires time and practice, particularly in changing mentalities. “Do we have a boss or not?” employees ask themselves. In addition, each mission brings its setbacks and complications that the manager must know how to manage effectively. This is why many companies are concerned about it today and why a significant number of training courses are flourishing throughout France. So, is cross-functional management coming soon everywhere and forever?
