Turf wars between departments are all too common, even to this day, Yet, most organizations are still grouped into functional silos. And each department and business unit is still at odds over misguided incentives, unclear accountability, and scheduling milestones.
This “silo mentality” has left many organizations shipwrecked. Granted, to a certain extent organizational silos are natural, especially when we think about building agile teams. That being said, a siloed organization still encourages role fluidity and the adaptive flow of value. Cross-collaboration, employee development, and transparency architecture are built into the Agile framework.
You run into problems when each “functional team” is glued to their part, without understanding how it fits into the big picture and the overall outcomes of projects and programs. At every planning and budgeting cycle, there’s a battle for funding and control over direction. And throughout the year, you end up with misallocated resources, communication breakdowns, and role confusion.
These conflicts result in misallocated efforts, communication breakdowns, and little attention to results. At every planning and budgeting cycle, there’s a battle for funding and control over direction. Loyalty becomes localized and distrust more widespread.
To avoid these conflicts, there’s been upward trends toward product-oriented Agile teams as well as RACI project management. These disciplined approaches build consensus, clarity of authority and decision-making, and a culture of feedback. Agile methodology has an integrated safety net for calculated risk-taking and structured improvement, following in the footsteps of tech teams and industry giants.
So then, what’s a good place to start connecting the dots? Actually, charting a well-crafted RACI matrix as a team can free your Agile thinking. It gets you thinking about the activities and tasks within a process or goal. And you can start assigning responsibilities within your kickass Agile team.
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