As more organizations strive to increase their agility and to promote cross-functional collaboration, the budgeting process, unfortunately is often overlooked. This process in and of itself is a management system, one that can either support or stymie delivering organizational goals in an integrated and agile way.
Smashing functional silos has become a rallying cry in management circles, especially during the past decade. The pain points behind this leadership imperative go back nearly 30 years, when Phil Ensor coined the phrase “functional silo syndrome” to describe common challenges in manufacturing organizations. Since then, the crippling effects of workplace silos have worsened, magnified by the disruptive effects of technology, yet many companies are no closer to overcoming these organizational difficulties.
Your operating culture can drive company growth—or it can hold things back. The most effective operating cultures presume collaboration, enabling employees at all levels and across all functions to drive the organization’s goals.
Your company wants to improve overall effectiveness. What company wouldn’t? Conventional wisdom—or, more precisely, methodology that hasn’t been updated in years—tells you that a restructure will deliver the results you need. Perhaps you’re already searching for the number of a consulting firm.
When an organization is looking to improve organizational effectiveness, they pick up the phone and call a big consulting firm, and upon their advice embark on a major restructure.
The company restructure is a popular tool among CEOs (and big consulting firms), especially in the first two years on the job with varying motivations such as strategic growth, cost cutting, creating better alignment with customers, and more, all with the goal to achieve better performance.