What Is Cross-Functional Management?

In an increasingly complex and competitive market environment, cross-functional management proves to be a key strategy to stimulate innovation, increase execution speed, and enhance internal cooperation. But how do you implement this management strategy? How does it differ from vertical management? What are its various forms, advantages, and constraints? And most importantly, how can you successfully implement this strategy?

Cross-Functional Management vs. Vertical Management

Vertical management, also known as hierarchical management, relies on a pyramidal structure. In this configuration, decisions are made at the top and transmitted down the hierarchy. Each department has a head who is responsible for distributing tasks and supervising the results. In this model, the hierarchical link is essential for coordinating interactions between the organisation's members.

Conversely, cross-functional management is organised around a more horizontal structure. This approach favours decision-making shared among all participants in a common project. It allows employees to work together equally, without concern for rank or specific function. Here, the functional link dominates to facilitate teamwork coordination. Another benefit of cross-functional management is that it promotes the skill development of employees.

These two management methods differ significantly in their approach to power, communication, responsibility, and cooperation. The table below illustrates the main distinctions of each management style:

Although vertical and cross-functional management have different philosophies, they are not necessarily contradictory. They can be complementary, adapting to the company's specific requirements and goals. Cross-functional management does not eliminate the need for a hierarchical structure but offers a more flexible approach suited to complex and varied challenges.

Forms of Cross-Functional Management

Cross-functional management encompasses a variety of practices aimed at uniting actors from different backgrounds (departments, levels, functions) around a shared objective. Its application varies depending on the project's specifics, organisational context, and company needs. Several incarnations of this managerial approach can be identified:

• Project Management: The most common form of cross-functional management involves a multidisciplinary team led by a cross-functional manager. This manager, a true coordinator, must successfully lead the project, ensuring deadlines, budget, and quality deliverables. They orchestrate interventions, conduct meetings, anticipate risks, resolve conflicts, and regularly communicate progress to stakeholders.
• Process Organization: This form targets the continuous improvement of the company's operational processes to maximise customer value creation. It advocates breaking down departmental barriers to stimulate collaboration, efficiency, and customer satisfaction. The cross-functional manager, as the process leader, defines performance markers, monitors results, and recommends adjustments when necessary.
• Collaborative Work: Based on the connection between different company units and potentially external entities, a collaborative approach facilitates knowledge exchange, best practices, and resource sharing. The cross-functional manager acts as a facilitator using web 2.0 tools (collaborative platforms, social networks, forums) to weave and animate a network of employees.

These different facets of cross-functional management are not mutually exclusive but can be adapted and combined depending on the context. Each has its specific benefits and limitations, which will be explored in the following sections.

Three Examples of Cross-Functional Management

To better understand cross-functional management and its applications, let's explore three practical cases inspired by the experiences of major companies:

• Project Management at Airbus: The design and manufacture of the A380 aircraft resulted from cross-functional management at Airbus. This large-scale project involved over 50,000 collaborators from 16 different countries, including suppliers, subcontractors, and partners. Charles Champion, the project's cross-functional manager, successfully unified these teams around a common goal, overcoming technical challenges and ensuring superior product quality.
• Process Organization at Danone: To improve operational efficiency and get closer to its customers, Danone adopted a process-based organisation. The company identified six key processes (R&D, marketing, production, distribution, sales, and customer service) that interact beyond departmental boundaries. Cross-functional managers oversee these processes, driving performance, setting objectives, evaluating results, and suggesting improvements.
• Network Work at Michelin: Michelin leveraged network work to encourage knowledge and practice sharing among its employees spread across various company branches. By forming communities of practice gathering members with similar skills or interests (quality, safety, logistics, finance), each cross-functional manager plays a key role in developing these networks, fostering sharing, valuing contributions, and widely disseminating relevant information.

These examples illustrate the versatility of cross-functional management and its significant contributions to a company's success. But what are the specific benefits?

Benefits of Cross-Functional Management

Cross-functional management offers multiple benefits for both the company and its employees. Here are the key advantages:

• Innovation Stimulation: This approach encourages teams from different departments to work together, stimulating creativity, enriching perspectives, and fostering new ideas. It helps break routines and effectively explore new solutions.
• Responsiveness to Change: By aligning with the specific needs and goals of projects, cross-functional management provides increased flexibility and adaptability. This results in reduced decision and execution times and a better response to customer demands and market changes.
• Team Cooperation: Collaborative work encouraged by cross-functional management strengthens cohesion and mutual trust among employees. It cultivates a sense of belonging to a common project, allows knowledge and best practice exchange, and collectively solves problems.
• Employee Skill Development: Involving staff in varied and stimulating projects highlights each individual's talents and potential. This method contributes to the development of new skills, strengthens autonomy and responsibility, and increases motivation and job satisfaction.

Thus, cross-functional management represents a formidable opportunity to enhance company performance and competitiveness while promoting employee fulfilment and professional growth. However, this approach also presents challenges and limitations, which we will examine in the following section.

Limits of Cross-Functional Management

Despite its innovative nature, cross-functional management is not without challenges. To implement it successfully, it is essential to recognize and manage its limits and difficulties. The main pitfalls include:

• Resistance to Change: Adopting cross-functional management means changing routines, communication modes, and power dynamics. This can provoke reluctance, as some prefer to stay in their comfort zone, hesitate to share information, or accept authority differing from traditional hierarchy. Cross-functional managers must excel in pedagogy, diplomacy, and persuasion to engage employees in the project and convince them of their crucial role.
• Coordination Complexity: This type of management requires the simultaneous management of numerous actors, tasks, deadlines, and constraints, considering each department and individual's specificities. The cross-functional manager must have a keen ability to plan, organise, supervise, and report project progress while managing conflicts, contingencies, and potential risks.
• Responsibility Dilution: Shared responsibility is central to cross-functional management, requiring everyone's contribution towards a common goal. However, this can complicate the evaluation and recognition of individual contributions. It is therefore crucial for the cross-functional manager to clearly establish roles, missions, expectations, and set appropriate performance indicators to value each effort and achievement.

Cross-functional management presents challenges for the manager, employees, and the company itself. Its success relies on well-defined skills, tools, and conditions.

Optimise Recruitment Team Performance

A VoIP software like Ringover supports efficiency among teams thanks to improved communication and performance statistics.

Try Ringover

Practical Tips for Effective Implementation

To effectively integrate cross-functional management within your company, simply understanding its principles and benefits is not enough. It's crucial to adopt strategic practices to overcome the previously mentioned obstacles. Below, find practical advice to follow for a successful implementation of cross-functional management:

1. Define the Project Framework: First and foremost, it's crucial to specify the objectives, scope, budget, deadlines, deliverables, and success indicators of your cross-functional management project. Also, identify the involved stakeholders, clarifying their roles, responsibilities, and expectations. Ensure that the project is approved by the management and well-communicated to all stakeholders.
2. Choose the Right Cross-Functional Manager: The success of cross-functional management heavily relies on the cross-functional manager. This person should have in-depth technical skills and excel in communication, negotiation, conflict management, team leadership, and the ability to unify. Their global vision, adaptability, creativity, and responsiveness are also essential. The selection should align with the nature and complexity of the project and the profile and commitment of the participants.
3. Promote Communication and Collaboration: Essential to cross-functional management, communication and collaboration among all participants should be encouraged. Implement appropriate tools and methods, such as regular meetings, collaborative platforms, and working groups, to facilitate exchanges. It's also important to promote active participation, transparency, information sharing, feedback, and recognition. The manager should remain attentive, available, and responsive to the team's requirements and obstacles.
4. Manage Interfaces and Risks: Cross-functional management requires effective management of interactions between different departments, functions, or entities involved in the project. Anticipate potential conflicts, misunderstandings, divergences, or resistance, and identify and assess the associated risks, such as delays, cost overruns, technical issues, or scope changes. The cross-functional manager should be adept at problem-solving, proposing alternatives, and managing necessary adjustments.

By putting these tips into practice, you will be able to establish effective cross-functional management, bringing tangible benefits to both your company and your employees. These elements are key points to keep in mind regarding cross-functional management.

Applying Cross-Functional Management in Call Centers

It's entirely possible to apply cross-functional management with call centre software, as this management form aims to promote collaboration between different departments and hierarchical levels, transcending traditional lines of authority.

Cross-functional management is particularly relevant for call centres, where effective communication and cooperation between teams are crucial for providing exceptional customer service.

Using cross-functional management can help facilitate better coordination between teams, more agile resource allocation, and smoother information and best practice sharing.

This approach can also foster innovation and adaptability, essential elements to effectively respond to changing customer needs and dynamic market conditions.

1. Define Common Goals

• Clarify Objectives: Define clear and measurable objectives shared by all teams. These goals should align with the call centre's values and mission.
• Stakeholder Engagement: Involve stakeholders in defining objectives to ensure they are understandable and accepted by all.

2. Promote Inter-Team Communication

• Regular Meetings: Organise regular meetings between different teams (sales, support, technical, etc.) to discuss progress, challenges, and collaboration opportunities.
• Use Collaborative Tools: Adopt communication and project management tools like Slack, Trello, or Asana to facilitate exchanges and task tracking in real-time.

3. Encourage Autonomy and Responsibility

• Team Autonomy: Allow teams to make decisions about their tasks and projects while holding them accountable for the results. This stimulates innovation and engagement.
• Training and Development: Offer training to develop cross-functional skills (communication, project management, etc.) and encourage knowledge sharing between teams.

4. Incorporate Flexibility

• Coordination Without Rigid Hierarchy: Create temporary project teams composed of members from different functions to solve specific problems or achieve specific objectives.
• Shared Leadership: Encourage shared leadership where different members can take the lead based on their skills and project needs.

5. Monitor and Evaluate Performance

• Performance Indicators: Define cross-functional KPIs (Key Performance Indicators) that reflect each team's contribution to common goals.
• Regular Feedback: Organise feedback sessions to evaluate progress and adjust strategies. Involve members from all teams for a comprehensive and balanced view.

6. Create a Collaborative Culture

• Recognition and Reward: Recognize and reward collaborative behaviours and team successes, rather than individual performances only.
• Team Spirit: Encourage team-building activities and social events to strengthen bonds between teams and create a positive and cooperative work environment.

Cross-Functional Management in a Call Center: Practical Examples

Imagine a call centre aiming to improve its First Call Resolution (FCR) rate. Cross-functional management could involve:

1. Define a Common Goal: Improve FCR by 10% in six months.
2. Create a Project Team: Include representatives from technical support, training, sales, and customer service.
3. Regular Meetings: Organise weekly meetings to discuss progress and encountered issues.
4. Cross-Training: Allow technical support agents to train customer service agents on common technical issues.
5. Collaborative Tools: Use project management software to track tasks and progress.
6. Evaluation and Adjustment: Analyse data monthly to see if FCR is improving and adjust strategies accordingly.

By adopting these practices, a call centre can not only improve its performance but also create a more cohesive and motivating work environment for its employees.

Conclusion

This article explored the concept of cross-functional management, a managerial strategy that mobilises various members of the organisation around a common goal. We distinguished this practice from vertical management, discussed its possible forms, illustrated it with concrete examples, discussed its benefits and constraints, and shared tips for successful implementation.

Cross-functional management represents an opportunity for companies to increase their performance, innovation, responsiveness, and collaboration while offering employees the chance to thrive, progress, and showcase their skills. However, it is important to note that cross-functional management is not suitable for all circumstances.

To be effective, it requires specific skills, appropriate tools, and a conducive environment.

Cross-Functional Management FAQ

What does it mean to work cross-functionally?

"Working cross-functionally" means collaborating with people or teams with varied skills and experiences towards a common goal. This project management mode breaks down service barriers, fosters innovation, and strengthens team solidarity.

What is a cross-functional activity?

A cross-functional activity involves multiple domains or disciplines within a company or organisation, generating synergies and encouraging collaboration for better cohesion among participants. Areas such as communication, project management, training, or innovation exemplify this type of activity.