Getting across cross-functional teams

Purpose: The purpose of the paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: When is a team not a team? This sounds like the start of a bad joke, but despite its seemingly whimsical nature, it actually poses a fundamental challenge to some of the most successful modern management dynamics that have been used. For example, there is a good deal of pejorative talk about a “silo mentality.” Who reading this would put their hands up in a meeting of their bosses, if asked if they worked in a silo? And yet working as part of a close-knit group of people, who trust each other implicitly and have each others’ back, would be regarded by many as a huge plus point. And if you worked as part of a secret organization, skunkworks or other special unit, working in a silo would be positively encouraged. Practical implications: This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.