I don’t know that I agree with it entirely.”
If senior leaders grow to understand how the work people do every day “has a meaningful impact and aligns with corporate goals and corporate strategies, I think that’s how teams without a boss are ultimately possible,’’ he says. It is likely a nod to the flattening of organizational structures and removing some levels of middle management, Stockwell says. Manuel and Stockwell expressed mixed reactions to the Gartner prediction on self-directed teams.Įleonora Manuel, director of people operations, systems, and analytics, Outset
“And so IT now shifts the focus toward delivering and supporting the platform and helping enable the business through training and education to do more on their own” in a self-service model. “I think there’s huge opportunities there to democratize what has historically been very much IT-centric capabilities,’’ he says. In early 2022, Stockwell will lead a directors’ meeting with a focus on collaboration and helping employees get more out of productivity platforms. “There was not a person in the room that wasn’t … genuinely interested in not just what presented, but how do I get more of this same data? How do we get different cuts? How do I begin to leverage similar platforms to gain insights into my own data?” Stockwell says. The team’s first session in September was centered around data and the directors were given access to the talent vitality dashboards, she says. Additionally, “with so many new folks coming into the organization, we really wanted to build those connections so that people feel more comfortable connecting with each other.” “Many of us have been working remotely, so we were trying to build a space” for people to share experiences and learn new skills, Manuel says. Recently, Eleonora Manuel, director of people operations, systems, and analytics at Outset, partnered with IT to develop a collection of “talent vitality dashboards” to gain greater insight into diversity, workforce retention, and attrition.īut the largest cross-functional initiative is the Director’s Community, which comprises 49 directors and senior directors across Outset who meet quarterly to translate strategy into action. And we cannot effectively enable the business without really, really strong partnerships built on solid relationships.” “We exist to enable business process and the business to achieve their objectives. “IT is a business enabler through and through,’’ Stockwell says. Isaac Stockwell, senior director of IT, Outset “People now feel it’s more productive and they feel it’s part of something important when they are working on small teams … people don’t want to work in the waterfall way.” “If you want the talent, you have to work this way,” she says. Going cross-functional also gives organizations an edge in hiring and retention, Money maintains. “It doesn’t make sense given how tightly technology is tied to the business moving forward with their strategic agenda.” No longer was it feasible for IT to build something and “throw technology over the fence” and then have the business say that’s not what it needs, Money notes. The pandemic provided a reality check that the world needed to become more digital and that meant tech and business strategies needed to merge, she says, resulting in increased reliance on cross-functional teams. Cross-functional teams that blend IT and business professionals are nothing new, but now they have become almost a mandate.Īt Sun Life, such teams are referred to as “agile teams,’’ and CIO Laura Money believes they are “much more productive and can make things happen faster.” Not only that, but because these teams include consumers of the service being developed, “we notice we get a lot more impact and more value for the client when teams work that way,” she says.
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