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The business leaders of an organization that has merged with a former competitor need to develop a strategic plan that will result in significant increase in market share. At the same time, they must recognize the challenges they face in bringing together two very different cultures.
A team with a head office function and regional representation across the country is struggling with how to operate in a matrix structure. The regional managers report directly to the businesses, but they also need to work collaboratively with head office, where many of the decisions have to be made.
A team with tight timelines and many deliverables must implement a new and radical sales strategy requiring members to work in unfamiliar and innovative ways. People are hesitant to talk about the real issues or to challenge each other. As a result, critical issues are not addressed, conflict is swept under the rug, and strategy suffers.
A group of engineers across a company who report to different businesses form a "learning community" to discuss the latest developments in the field and troubleshoot each other's most difficult design challenges.
Lack of clarity about roles and responsibilities in a project team results in wasted time and repeated work. The outcome is failure to meet project deadlines, which can lead to significant financial consequences for the organization.
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