Bruno Pierre Gebarski's List: Cross Functional Team Building

• First, the expertise needed to differentiate a company and win in the marketplace is much more complex than it was in the past.
• relevant to its customers
• more efficient, technically proficient, and creative in its specialization than it ever was befor
• Second, creating meaningful differentiation requires capabilities that are almost always cross-functiona
• It requires a plethora of competencies, including managing digital media and tracking consumer insights (both of which involve IT), relationship building (which requires good customer service and interface design), ethnographic insight and employee engagement (enlisting talent and HR), highly targeted product design and development (engaging R&D), and more.
• Honeywell’
• Inditex’s fashion-forward but low-cost retail model
• Third, functions have a natural tendency to become isolated organizational silos,
• focusing on their own excellence and performance instead of the company’s strategy
• cross-functional team.
• The teams are also limited by their conflicting functional priorities and sometimes by a lack of clear accountability.
• Permanent cross-functional teams tend to fare better
• These permanent cross-functional teams vary in the degree of structural change they require.
• chief risk officer, chief innovation officer, chief growth officer,
• evolve into a still more robust organizational construct: an overarching organizational structure, such as a center of excellence, based on distinctive capabilities
• chief innovation officer
• chief risk officer, and chief customer officer
• such as supply chain, marketing, finance, and R&D, with the idea of developing capabilities systems
• Companies need to be clear about what they can do better than anyone else,
• how this benefits them in the market, and how they need to build and improve their capabilities to fill the gaps.

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