Cross-Functional Teams

"In creating a cross-functional team, you are fashioning a potentially powerful organizational vehicle."

"Much can be learned from the experience of organizations that have experimented with cross-functional teams."

"Each type of team has its advantages and works best in a particular organizational setting."

"You will be given little or no authority over their performance but you will nevertheless be held accountable for the success of the team."

"They take responsibility and assume they have the authority to act. They do not wait for top management's approval."

"All teams need goals. But cross-functional teams need them more."

"Cross-functional teams need to recognize the importance of managing the outside. Beyond this recognition is the necessity of taking action."

"Performance criteria are changing to incorporate teamwork behaviors in employee evaluations."

"Although training and technology systems are moving fast to support the rapid expansion of cross-functional teamwork, performance appraisal, compensation, and rewards are lagging behind."

"It is clear that a program must encourage, support, and reward the requirements for successful cross-functional teamwork."

"Cross-functional teams provide an exciting opportunity for the creation of a learning community."

"Cross-functional teams seem to be particularly prone to the problem of getting too large to be effective."

"Teams will need adaptable members and flexible leaders, who can value and incorporate the contributions of people from different functions and cultures to gain a competitive advantage."

"The leaders of organizations that want to succeed as team-based organizations must continually say the right words."