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Beyond cross-functional collaboration


This study analyzes how companies can go beyond "traditional", taskforce-based cross-functional collaboration.

"Functions still dominate today's corporate structures, but that won't be enough to meet tomorrow's requirements," says Thomas Rinn, Partner at Roland Berger Strategy Consultants.

The reasons are manifold: Increasing customer requirements, growing global competition and exhausted "functional" potentials – these demand that companies realize synergies through cross-functional integration.

Most companies rely on "traditional", taskforce-based cross-functional collaboration, such as joint sourcing teams comprising purchasing, development and production.

However, this "traditional" approach toward cross-functional collaboration is often not successful. Based on over 20 interviews, Roland Berger attributes this outcome mainly to insufficient incentives, responsibles' fear of losing power and insufficient internal resources.

Therefore, companies need to adapt their management system to go beyond "traditional" cross-functional collaboration.


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