In many organizations, functions are king and getting work done cross-functionally is difficult at best. For years companies have tried to solve this problem by changing the culture or restructuring, but functional silos still don't necessarily cooperate with one another. Business processes are riddled with rework and long cycle times; projects are late and don't satisfy their customers. This paper discusses what it takes to make it all work, including getting alignment around goals, projects, and roles, achieving collaborative management, and what's required of individuals.
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