Leadership & Organisation
Managing cross-disciplinary processes
A particular challenge for managers of service organisations is managing cross-disciplinary processes. And many managers experience that the “assembly line” is invisible and that tasks are solved inside the employees’ heads, on the computer, at the desk and in the meeting room with the customer.
- Do you have a clear picture of the cross-disciplinary processes of your company or department, including objectives, standards and distribution of responsibilities?
- Is the responsibility for cross-disciplinary processes clear?
- Is operational management recognised as a necessary discipline?
- Is it respected and natural that the manager “interferes” in the employee’s execution of tasks?
- Do you love working with changes?
Lack of ownership of cross-disciplinary processes
Maybe there is no ownership of cross-disciplinary processes, “operational management” sounds negative, or independent knowledge workers’ large degree of freedom makes it difficult for the manager to interfere in the task execution? Maybe you manage people who are smarter than you? Maybe part of the company’s assets disappears when employees leave the organisation?
There is a vast potential in focusing on the management of cross-functional processes
Many changes in service companies automatically result in increased exposure of the manager’s behaviour. The manager must, for example, handle visible boards, information and management tools face to face with the employees. Therefore, all change projects must also focus on management sparring and coaching. Well-organised manager training includes sessions with managers alone as well as managers/employees. The sessions train the participants in handling each tool.
