Challenge & Selection:

My team and I are regularly tasked to lead cross functional programs. Most of the times, these pose a challenge  in terms of the problem definition since each of the involved functions or the functional stake holders define the  problem with reference to their own departments and most of the times miss out the broader perspective of a  customer. To add to the complexity, most of the folks are geographically dispersed and a dialog alone doesn’t  really mean everyone is on same page. To overcome such challenges, we most of the times employ visualization  tools. These could be power point presentations used for virtual collaboration or a simple white boarding exercise.  Visualization as the explained in the visualization tools video in the course by Angela Myer, allow us to think visually  in a nonverbal manner. It could be a visual aid like slides, pictures, videos, white boards or could be swim lane  diagrams, cross functional diagrams etc.

Application:

For one such cross functional project, we deployed cross functional diagrams, to layout the overall process and  define ‘what is’ state. This exercise started with the individual functional teams to map out the existing process.  These teams comprised of subject matter experts, operators who normally follow the process/procedure and  produce the outcomes and one of the team managers. We used various techniques, to complete this like  interviewing teams, observing the process on the shop floor and using the existing documents like procedures,  training material etc. Team started with the identifying the boundaries, where does the process begin and end.  What were the handoffs beyond those boundaries?  We reviewed the steps of the process, observed the  sequencing and any other interdependencies. Based on these team came up with a flow chart which was reviewed  with the functional designees to ensure they are complete and represent the current state of the process. Through  such exercises with each of the functions, team documented processes and clearly identified the inputs, outputs  and handoff points for each of the functions.

Once all the inputs were brought together to layout the wing to wing process maps which the customer actually  experiences. It allowed each of the functions to have a better understanding of how their upstream processes  impact their input and how do they in turn have an impact on their downstream processes. These common  understanding, allowed the team to think from a customer value perspective and break out of their individual silos.  This allowed the team to review each activity and determine if it adds value for the customer or not.

Insight and Approach

We have been using visual aids more so power points extensively to drive discussions due to the geographic  diversity of the teams and to ensure every one understand the context of the discussion or problems and the ideas  being discussed. We started using the cross functional diagrams and value stream mappings for all our cross  functional programs to drive a common understanding of the value creation for the customers. Post the sessions,  I realized these are formal tools which are used as part of the design thinking process and invokes different  thoughts and forces us to use more of right brain thinking rather than falling back on the logic. Design thinking  allows us to find innovative new solutions for problems and visualization allows us to see the current state, define  the problem more holistically rather than our functional view. This allows to build buy in and better appreciation of  the other functions pain points and allows us to question why we have been doing things in a particular manner  and what it means to try out new approaches can we quickly prototype and have some learning launches.


Challenge & Selection : My team and I are regularly tasked to lead cross functional programs . Most of the times , these pose a challenge in terms of the problem definition since each of the involved functions or the functional stake holders define the problem with reference to their own departments and most of the times miss out the broader perspective of a customer . To add to the complexity , most of the folks are geographically dispersed and a dialog alone does n’t really mean everyone is on same page . To overcome such challenges , we most of the times employ visualization tools . These could be power point presentations used for virtual collaboration or a simple white boarding exercise . Visualization as the explained in the visualization tools video in the course by Angela Myer , allow us to think visually in a nonverbal manner . It could be a visual aid like slides , pictures , videos , white boards or could be swim lane diagrams , cross functional diagrams etc . Application : For one such cross functional project , we deployed cross functional diagrams , to layout the overall process and define ‘ what is ’ state . This exercise started with the individual functional teams to map out the existing process . These teams comprised of subject matter experts , operators who normally follow the process / procedure and produce the outcomes and one of the team managers . We used various techniques , to complete this like interviewing teams , observing the process on the shop floor and using the existing documents like procedures , training material etc . Team started with the identifying the boundaries , where does the process begin and end . What were the handoffs beyond those boundaries ? We reviewed the steps of the process , observed the sequencing and any other interdependencies . Based on these team came up with a flow chart which was reviewed with the functional designees to ensure they are complete and represent the current state of the process . Through such exercises with each of the functions , team documented processes and clearly identified the inputs , outputs and handoff points for each of the functions . Once all the inputs were brought together to layout the wing to wing process maps which the customer actually experiences . It allowed each of the functions to have a better understanding of how their upstream processes impact their input and how do they in turn have an impact on their downstream processes . These common understanding , allowed the team to think from a customer value perspective and break out of their individual silos . This allowed the team to review each activity and determine if it adds value for the customer or not . Insight and Approach We have been using visual aids more so power points extensively to drive discussions due to the geographic diversity of the teams and to ensure every one understand the context of the discussion or problems and the ideas being discussed . We started using the cross functional diagrams and value stream mappings for all our cross functional programs to drive a common understanding of the value creation for the customers . Post the sessions , I realized these are formal tools which are used as part of the design thinking process and invokes different thoughts and forces us to use more of right brain thinking rather than falling back on the logic . Design thinking allows us to find innovative new solutions for problems and visualization allows us to see the current state , define the problem more holistically rather than our functional view . This allows to build buy in and better appreciation of the other functions pain points and allows us to question why we have been doing things in a particular manner and what it means to try out new approaches can we quickly prototype and have some learning launches .