Cross-functional business teams set up at a major consumer products company were functioning without demonstrable improvement in business results. Conflict and poor coordination resulted from unclear hierarchical and cross-functional working agreements. An opportunity to improve team functioning and business outcomes presented itself with a new management team.

Conducted complete diagnosis of team performance, identifying critical issues and working with teams and top management to generate buy-in and develop action plans. Coached team leaders and facilitated team meetings to clarify goals, roles/responsibilities & working approach. Led meetings between team leaders and function heads to create working agreements that resolved conflicts.

• Reduced conflict, as evidenced by broader inclusion in meetings, fewer missed deadlines, increased communication & enhanced problem-solving.
• Enhanced timeliness and quality of decision-making.
• Changed the reporting structure, improved the specificity and focus of goals, clarified roles & responsibilities.
• Increased degree of team and individual goal achievement. Increase in team members self-reported feelings of accomplishment.