The advancement of generative AI has encouraged organisations to become more cross-functional than ever before. The technology is opening doors to innovation, offering opportunities for various departments to collaborate on new projects. This shift can be hugely beneficial for an organisation’s growth, but should be managed carefully. In order for this naturally evolving collaborative mindset to succeed long term, organisations must prepare their people accordingly. Learning and development tools such as group coaching should be deployed well in advance, so that organisations can enjoy a smooth transition to fluid interdepartmental collaboration. Expanding your organisational mindset In a rapidly changing business environment, introducing a cross-functional approach can be attractive for organisations seeking to become more agile. Indeed, more than three quarters (83%) of digitally maturing companies reported that they use cross-functional teams. Such organisations are known for their adaptability, regularly re-aligning their strategy in response to technological advancements. For example, an organisation could look to leverage generative AI through the development of a customer service chatbot. Such a tool would require software developers to create the product, the marketing team to encourage customers to use the product, and the internal communications team to educate staff on its usage. Being prepared for change in this way prevents stagnation, and allows organisations to take advantage of growth opportunities. The key word here is preparation. The benefits of cross-functional working are well established and broadly accepted, but the approach cannot be implemented from one day to the next. For example, marketing and software development are very different disciplines, requiring distinct skill sets and expertise. For collaboration between these teams to be successful, the organisation needs to go beyond establishing joint projects, and implement a cross-functional mindset. Overcoming cross-functional challengesAny shift in organisational behaviour must have clear motivations from the outset, based upon the objectives and values of the organisation. This is especially true for cross-functional working, which requires effective communication between team members for success. Miscommunication becomes a breeding ground for conflict, which can not only delay a project, but have an impact on employee wellbeing. When employees with different skill sets are sharing a project for the first time, they can have difficulties understanding their peers’ ways of working. This can include misunderstanding specific jargon, underappreciating the complexity of tasks, and miscalculating the schedule of a project. Moreover, the limited scope of projects that employees exclusively collaborate on can lead to misaligned goals. Each individual has their own set of personal and departmental objectives, and a shared project may be perceived as a distraction. Leaders should appreciate that experiencing such roadblocks isn’t a failing of the team or the collaborative approach, but can be caused by a lack of preparation for the change that employees are experiencing. Investing in learning and development programmes that equip employees with a uniquely cross-functional skill set can empower them to thrive in such an environment. Introducing cross-functional people developmentTaking a proactive approach is key to ensuring that employees move through organisational change with ease. Findings from Gartner suggest that when managers create a psychologically safe environment, it can have up to a 46% reduction in change fatigue. According to McKinsey & Company, a psychologically safe environment is one in which people feel safe to take risks, share creative ideas, and receive feedback from others. This is foundational for cross-functional working, which requires trust and open communication to be successful.Establishing a psychologically safe environment...

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