It's worth getting super clear on what the protected domain is and making sure that all of the people who hold power who are going to be mad about it later are aware of that. Cross functional teams tend to not have the same hierarchical ordering as a regular team. And so it becomes a lot more important where it's like, okay, if Aaron's the product owner and I'm the subject matter expertise and we disagree on what goes on the landing page? Now, what? Who makes the final call? We should just decide about that when we're chartering, not when we are fighting.
Picture it: Your company’s landed on an important and shiny new project and it needs a team to bring it to life. Cue the barrage of big questions—questions like: “So…who’s on this team? What support will they receive? When will they meet? Wait, is this extra work or something different?”Welcome to the wonderful world of cross-functional teaming. Standing up a cross-functional team is a place where plenty of organizations stumble—because it’s asking most systems to play a game they aren’t designed to play well.
In this episode of Brave New Work, Aaron Dignan and Rodney Evans team up (see what we did there?) to answer questions like:
- How should cross-functional teams—as well as the projects they work on—be chartered?
- Should the size and scope of an idea impact how a team is designed?
- What level and kind of authority should cross-functional teams be given?
- What are the first moves cross-functional teams always need to make?
- How can we bake experimentation into this cake?
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