1. Ensure that you and your executive colleagues model the behaviors you want.
  2. Develop a culture of openness and trust. How often do your managers and executives seek direct feedback on their trickiest issues from their peers?
  3. Get closer – much closer – to your customers. The more you and your team are focused externally, on identifying and meeting the needs of your customers, the less insular and territorial they will become.
  4. Clarify program leadership accountabilities. Ensure that your managers are not stepping on each other’s toes in terms of their accountabilities.
  5. Co-locate program teams. It’s harder to act against another department when you’re working with them.
  6. Reward cross-functional behaviors. Ensure that behaviors are just as important to rewards as results.
  7. Embed cross-functional career development. Experience in different roles encourages your people to work more cross-functionally and be less loyal to specific functions.
  8. Train the behaviors you’re after. Relationship building and management, influencing and communication, and meeting facilitation, for example, are all learnable skills.
  9. Undertake periodic process reviews. And ensure that your support and back-office functions are, as far as possible, built around key processes.
  10. Cross-business mentoring. Encourage executives and senior managers to mentor your up-and-coming managers in other functions.

© Stuart Cross 2011. All rights reserved.