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    Case Study 3: 75% of Cross Functional Teams Are Dysfunctional

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    neha reddy
    Cross-functional teams are often dysfunctional due to a lack of clear governance, accountability, and prioritization of project success. Cisco successfully formed a cross-functional team to improve router security that included officials from various departments. The team was organized into layers with clear objectives and produced an 80% increase in sales. Apple also utilizes cross-functional teams, abandoning a traditional leadership structure in favor of collaborative idea generation and debate to arrive at optimal solutions. This approach helped drive innovations like the iPhone and Apple's tremendous growth over the past few decades.

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    Case Study 3: 75% of Cross Functional Teams Are Dysfunctional

    Uploaded by

    neha reddy
    30 views3 pages
    Cross-functional teams are often dysfunctional due to a lack of clear governance, accountability, and prioritization of project success. Cisco successfully formed a cross-functional team to improve router security that included officials from various departments. The team was organized into layers with clear objectives and produced an 80% increase in sales. Apple also utilizes cross-functional teams, abandoning a traditional leadership structure in favor of collaborative idea generation and debate to arrive at optimal solutions. This approach helped drive innovations like the iPhone and Apple's tremendous growth over the past few decades.

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    Cross-functional teams are often dysfunctional due to a lack of clear governance, accountability, and prioritization of project success. Cisco successfully formed a cross-functional team to improve router security that included officials from various departments. The team was organized into layers with clear objectives and produced an 80% increase in sales. Apple also utilizes cross-functional teams, abandoning a traditional leadership structure in favor of collaborative idea generation and debate to arrive at optimal solutions. This approach helped drive innovations like the iPhone and Apple's tremendous growth over the past few decades.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    30 views3 pages

    Case Study 3: 75% of Cross Functional Teams Are Dysfunctional

    Uploaded by

    neha reddy
    Cross-functional teams are often dysfunctional due to a lack of clear governance, accountability, and prioritization of project success. Cisco successfully formed a cross-functional team to improve router security that included officials from various departments. The team was organized into layers with clear objectives and produced an 80% increase in sales. Apple also utilizes cross-functional teams, abandoning a traditional leadership structure in favor of collaborative idea generation and debate to arrive at optimal solutions. This approach helped drive innovations like the iPhone and Apple's tremendous growth over the past few decades.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    CASE STUDY 3: 75% OF CROSS FUNCTIONAL

    TEAMS ARE DYSFUNCTIONAL


    BY: M NEHA REDDY
    MBA 1ST YEAR
    SECTION-B

    CROSS FUNCTIONAL TEAMS: Cross functional teams are


    groups consisting of people from different functional areas of
    the company – for example, marketing, product, sales, and
    customer success.
    Cross functional groups fail often because of lack in systematic
    approach in organization. Unclear governance, lack of
    accountability and failure of organization to prioritize the
    success of cross functional projects hurt the teams.

    1. Do you believe that Cisco can continue on cross functional efforts or it


    was one time effort?

    To improve router security, Cisco formed a cross-functional team that


    included officials from marketing, software engineering, manufacturing,
    quality assurance, and customer service. The team was organized into
    three layers. The sessions could accommodate up to 100 individuals, but
    there was a core group of 20 who communicated back to their respective
    functions. A tiny governance team, consisting of two vice presidents, the
    company's chief development officer, and the leader of the core team of
    20 individuals, sat at the top.

    This cross-functional governance initiative was successful. Cisco is now


    the most popular router security vendor, with sales increasing by roughly
    80%.

    Yes, I believe that Cisco can continue on cross functional efforts as it


    successfully formed a cross functional team and got the satisfied results
    from it through a good leadership.
    2. Do you think that the guidelines provided in the case study will make
    cross functional teams more effective. Justify your answer?

    Guidelines provided in the case study are


     Every project should have an end-to-end accountable leader.
     Every project should have clearly established goals, resources, and
    deadlines.
     Teams should have the project’s success as their main objective.
     Every project should be constantly re-evaluated.

    Cross-functional teams in large firms with multi-layered hierarchies can


    benefit from a mirroring structure. Each function should be overseen by
    one end-to-end accountable leader, with one end-to-end accountable
    leader supervising everything.The personal accountable leader for each
    function also needs to appoint and empower a decision-making substitute
    as one of the common breakdowns in cross-functional teams is people
    missing meetings.

    There should be a budget that has been approved, as well as a charter that
    outlines priorities, desired goals, and timelines.

    Different functions may have their own priorities, which may conflict
    with the project's objectives. That's why it's critical to factor in the
    success — or failure — of cross-functional projects in the compensation
    and performance evaluations of team members and leaders.

    Product Growth Teams(PGT) should retain a list of projects and priorities


    and cut those that aren't working or don't correspond with company
    objectives on a regular basis. A PGT that does not terminate some
    projects on a regular basis is simply not performing its job.

    Yes, I think that the guidelines provided in the case study will make cross
    functional teams more effective.

    3. Give me another example of different company where cross functional


    teams have been successful in executing a critical project. Explain what
    the project is and how it is executed?

    Apple abandons the traditional authoritarian leadership paradigm in


    favour of allowing each team member to promote ideas, debate
    perspectives, and finally build on each other's thinking to arrive at the
    optimal answer.

    Even in ways that consumers may not notice, Apple is all about the user
    experience. As finished items move through their supply chain and sales
    channels, this crew is in charge of keeping things running smoothly. They
    collaborate with other Apple teams to find ways to improve operations,
    such as making it easier for customers to order products online and pick
    them up in store.

    The innovative iPhone was created by a cross-functional team at Apple.


    They gathered experts from several areas across the company to kick off
    what would become the smartphone revolution. They are regarded as one
    of the best teams in history for their contributions to innovation.

    It is currently known around the world for its hardware, software, and
    service breakthroughs. Apple has grown from 8,000 people and $7 billion
    in revenue in 1997, when Steve Jobs returned, to about 240,000
    employees and approximately $275 billion in revenue by 2020. Apple's
    huge success is largely due to its organizational culture, which
    encourages cross-functional collaboration, and the leadership paradigm
    that goes with it.

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