From: [Harvard Business Review]
The head of a large financial services division recently asked me how to encourage his people to take more initiative. He explained that his organization was highly functionalized with separate units for sales, trading, investing, portfolio management, credit, risk, and operations; some of which reported to him and some to the corporate center. With this configuration, the only way to get things done — either internally or for clients — was for people from the different functions to take the initiative to work together. But since each unit was mostly concerned with its own priorities and didn't necessarily see the bigger picture, much of the cross-functional collaboration just didn't happen organically.
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Share |The head of a large financial services division recently asked me how to encourage his people to take more initiative. He explained that his organization was highly functionalized with separate units for sales, trading, investing, portfolio management, credit, risk, and operations; some of which reported to him and some to the corporate center. With this configuration, the only way to get things done — either internally or for clients — was for people from the different functions to take the initiative to work together. But since each unit was mostly concerned with its own priorities and didn't necessarily see the bigger picture, much of the cross-functional collaboration just didn't happen organically.
Click and read more: Article
