The mission that was from the lead of this organization was about reducing cycle times. It was based on data that she had gathered in the universe and then kind of farmed it out to say, okay, you know, I'm not the person running the machines. She didn't really need to be a part of that team because no, it was more like, we'll just like let you know when we figured it out or if we can't. This whole dance is like a game of telephone where if the thing that you're transmitting is something that someone can just read and look at a number and be like, I now see everything you saw because we're all looking at the same number
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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