Agile lean enterprises break down organizational silos to promote smart collaboration for better profitability and customer loyalty.
Laura Hermes

2020-11-03 08:30:00 Tue ET

Agile lean enterprises break down organizational silos to promote smart collaboration for better profitability and customer loyalty.

Heidi Gardner (2017)

 

Smart collaboration: how professional firms succeed by breaking down silos

 

Several agile lean enterprises strive to break down organizational silos to promote smart collaboration for better margin profitability, customer loyalty, talent retention, and sustainable niche over both rivals and other competitors. Smart collaboration can often help all team members such as middle managers and senior specialists maximize their major business strengths and opportunities in the best interests of agile lean enterprises. In most typical agile lean enterprises, 4 key constituencies can benefit from smart collaboration: solo specialists, team collaborators, advisors, and ringmasters. Solo specialists are often subject matter experts who engage in no or little collaboration. From time to time, these solo specialists fail to recognize the key benefits of team collaboration such as proprietary asset expansion, organic business growth, and better customer engagement.

Team collaborators appreciate the central benefits of smart collaboration and often have experienced success from depending on their colleagues. From time to time, these team collaborators proactively pursue new intangible benefits such as legacy, prestige, or intellectual progress. These team collaborators desire to engage in key collaborative work to reach these other goals. However, these team collaborators may struggle to gain commitment from others in order to build their own cohesive accountable teams.

Senior advisors often contribute actionable business insights and words of wisdom to the work of others. These senior advisors often look ahead and hence recognize that team collaboration can help them reach the longer-term goals such as career progression, intellectual fulfillment, scientific discovery, or better team dynamism. From time to time, such team collaboration offers access to disruptive innovations and further empowers these advisors to engage with people for fun, joy, and peace. Sometimes, these senior advisors wrestle with sparing time for network expansion as these advisors remain under pressure to deliver core objectives and key results (OKR) in the near term.

Ringmasters serve as organizational leaders who ensure high performance among middle managers, senior specialists, advisors, and all other team members. These business leaders often invest rare resources in smart team collaboration, connect effective tools and rewards to great team efforts, and offer generous incentives for corporate culture changes and memes such as cost-conscious behaviors, iterative continuous improvements, frugal lifestyles, and lean design patterns. In due course, these ringmasters promote high-skill stars for long-term talent retention and career progression. This positive business feedback loop often rests on mutual trust and team camaraderie.

 

Smart business team collaboration often leads to better profitability and customer engagement.

As several recent research studies show, sales, profits, and customer interactions are the major facets of corporate performance that improve through effective team collaboration. When agile lean enterprises can excel at internal team collaboration, these enterprises offer high-skill complementary solutions. These solutions tend to be much more lucrative than solo-functional approaches because there is a robust positive correlation between average revenue and the number of disciplines across numerous customer relations. In a nutshell, smart team collaboration complements several work functions, enhances financial prospects, and further promotes better team interactions in due course. When push comes to shove, the law of inadvertent consequences counsels caution. There can be several ways for team members to skin the cat, and all roads eventually lead to Rome. One size usually cannot fit all. Both business leaders and executive managers often learn to focus on team efforts and cross-functional work streams, which typically include not only solo specialists and team experts but also senior advisors and ringmasters.

Iterative product feature enhancements and service innovations usually help agile lean enterprises better understand the intricacies of customer relations through the core business operations, technological advances, and complex work processes. In this unique fashion, most agile lean enterprises earn customer trust and loyalty in the long run. Through smart team collaboration, agile lean enterprises often build up more disruptive innovations and creative solutions in the best interests of both new and current customers. With competitive moats and first-mover advantages, this smart collaboration can help draw a distinction between agile lean enterprises and their rivals, peers, or other competitors.

Agile lean enterprises often attract and manage the key people through smart team collaboration in response to external macro threats, regulatory demands, and other competitive forces. These agile lean enterprises tend to excel at integrating lateral team members for top talent retention. This integration often helps boost employee morale and motivation with better internal team engagement. Over time, this smart collaboration inspires many team members to become both senior managers and even divisional heads in accordance with the key joy and purpose of core business operations. These senior managers and team leaders transform short-term tactical solutions into the longer-term competitive strategies in light of the respective bold business missions and visions.

 

Solo specialists and team collaborators can deepen their subject matter expertise and knowledge through smart team collaboration.

Professional members who work in collaborative companies can benefit from the collective wisdom of team efforts. These team members enjoy the intrinsic rewards of both smart collaboration and professional enrichment. In addition to these team members, solo specialists can also benefit from smart collaboration because these senior individual contributors often have demonstrated their value and work ethos in the middle or upper ranks of the corporate ladder. Solo specialists who embrace smart team collaboration can often build up significant organic business growth in the form of both asset expansion and sustainable profitability. Through smart team collaboration, solo specialists can better understand the most essential customer needs and issues when these high-skill individual contributors lean on the subject matter expertise of others. Both business leaders and senior managers often learn to break down organizational silos to integrate these high-skill solo specialists into smart teams of at least 5 to 7 people. In time, these specialists can serve as either senior advisors or high-skill experts and mentors to junior team members. Overall, this team integration helps many members overcome internal risks and barriers in order to better align core competences and distinctive capabilities etc with both the new and current customer demands and relations.

Team collaborators often understand the intrinsic value of smart cross-functional work. Through these cross-functional work streams, these team collaborators have experienced both the rewards and benefits of complementary work. As these team collaborators continue their own career progression, they begin to focus more on the intangible benefits of cross-functional work (but less on the financial rewards). These intangible benefits include social impact, legacy, reputation, power, prestige, intellectual advancement, and so on. From time to time, both business leaders and middle managers come to the realization that senior team collaborators often serve as coaches and mentors to the less senior high-skill specialists. This mutual team dynamism directs solo specialists and team collaborators through their joint career progression. This team dynamism also helps cultivate humble servant-leadership in the cost-conscious behaviors and frugal lifestyles of these business partners. In the steady state, these business partners share the same institutional knowledge, team accountability, and subject matter expertise in accordance with the long-term strategic objectives and key results (OKR). In due course, these team collaborators and solo specialists can often become senior advisors who can share the collective wisdom of smart cross-functional work streams with other team members. In sum, these innovative culture changes permeate most agile lean enterprises.

 

Senior advisors and ringmasters can promote longer-term culture changes through smart team collaboration.

Senior advisors often benefit from smart team collaboration. These senior advisors can contribute to the success of others with both their institutional knowledge and subject matter expertise. Alternatively, these senior advisors can devote their time and energy to building their franchises within agile lean enterprises. In this unique role, senior advisors become intrapreneurs who share actionable business insights and words of wisdom with smart knowledge workers. In time, these senior advisors often look ahead to recognize that team collaboration helps them reach the longer-term goals and missions etc such as intellectual fulfillment, scientific discovery, or better team dynamism. From time to time, this collaboration provides opportunities for senior advisors to lead the next disruptive innovations and high-tech advances. These rare business opportunities empower these senior advisors to engage with people for fun, joy, peace, and fulfillment. Sometimes these senior advisors wrestle with sparing time for network expansion as these advisors remain under pressure to deliver their own main objectives and key results (OKR) in the near term.

Both business leaders and senior managers often learn to think like their new and current customers. For better client experiences and interactions, these business partners often choose to let senior advisors coach both solo specialists and team collaborators. This team dynamism can often help cultivate trust and camaraderie. From time to time, the same business principles can result in profound implications for life. In other words, many actionable business insights and principles help mold solo specialists, team collaborators, and even senior advisors into better people in due course. These wise and prescient business insights and principles often cause cost-conscious behaviors, frugal lifestyles, responsible actions, and rare valuable personal qualities such as faith, integrity, candor, agility, endurance, perseverance, resilience, trustworthiness, dependability, and genuine love for life etc. In practice, these principles further serve as generic timeless life lessons for all relevant team members from solo specialists and team collaborators to senior advisors and even ringmasters.

Organizational ringmasters often uphold smooth key business operations, systems, and processes. These ringmasters strive to ensure both team job satisfaction and performance, and they pay close attention to the risks and opportunities that these team members present from time to time. Also, these ringmasters play a vital and important role in employee morale and motivation. Several team leaders recognize that compensation alone cannot be an effective means of inspiring their teams. In contrast, most ringmasters learn to guide team behaviors by setting up an effective performance management system. This effective system encourages smart team collaboration over time. Through this effective performance management system, most ringmasters design key performance indicators (KPI) and objectives and key results (OKR) to promote cross-functional team collaboration. These performance metrics help inspire a collaborative edge mindset in all team members. At the same time, most ringmasters often learn to design effective incentives and compensation packages for all team members to collaborate with most business partners. These collaborative behaviors broaden, deepen, or strengthen current customer relations (instead of applying solo efforts to land new clients). Most ringmasters often strive to equip all team members with technological advances and platforms to connect the dots between smart team collaboration and institutional knowledge. In due time, this smart team collaboration helps most team members overcome external threats and obstacles in light of both new business strengths and opportunities.

 

Savvy clients often recognize that smart team collaboration leads to positive future partnerships and other valuable benefits.

Many customers care about smart team collaboration within agile lean enterprises. These customers prefer to deal with agile lean enterprises that engage in partner-to-partner collaboration because these customers often benefit by extension. Also, most customers can afford to pay more to work with smart collaborative teams. In time, savvy customers often come to the realization that smart team collaboration often leads to positive future partners with productivity gains and high-performance results. Through smart team collaboration, these customers acquire access to the best subject matter experts and specialists for the most complex problems. When high-skill team members work together, this smart collaboration tends to generate positive synergies, disruptive innovations, and several other technical advantages. As more people continue to monitor the team work streams, the joint team efforts help minimize risks with better work quality, accuracy, and efficiency. In this fresh light, both ringmasters and senior advisors can better coach their solo specialists, team collaborators, and other subject matter experts to encourage iterative product feature enhancements, continuous improvements, and service innovations.

Ringmasters serve as organizational leaders who ensure high performance among middle managers, senior specialists, advisors, and all other team members. These business leaders often invest rare resources in smart team collaboration, connect effective tools and rewards to great team efforts, and offer generous incentives for corporate culture changes and memes such as cost-conscious behaviors, iterative continuous improvements, frugal lifestyles, and lean design patterns. In due course, these ringmasters promote high-skill stars for long-term talent retention and career progression. This positive business feedback loop often rests on mutual trust and team camaraderie.

Both business leaders and senior managers can tolerate several human limitations, vulnerabilities, and even eccentricities if most team members exhibit 4 major traits: competence, diligence, integrity, and grit. Most team members must be smart from a fundamental viewpoint of both core competences and distinctive capabilities (not necessarily smart from an academic standpoint). These team members can often make far analogies to connect the dots with prescient business insights. Also, most team members must have high integrity to work hard as part of high-performance teams. The combination of smarts and hearts often builds up better team leaders. These team leaders often mix and combine a diverse set of different talents, high cognitive abilities, and soft skills such as empathy and compassion etc. Moreover, these team members sometimes experience mistakes and even epic failures, get back up, persevere, try again, and fail forward to follow the joint team passion. This grit factor is quite rare and often shines fresh light on team composition. Most great coaches and mentors (such as Bill Campbell, Eric Schmidt, and Sheryl Sandberg) learn to staff teams with not only quarterbacks but also active doers with a diverse set of both core competences and distinctive capabilities. The best business teams find the right people first, develop feasible strategic solutions, and then fix the day-to-day technical problems.

 

 

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