1. Cross-functional projects are regularly delayed and fail to hit their milestones;
  2. Support functions are duplicated across the organization;
  3. You regularly have to deal with turf battles between your executive colleagues;
  4. Relatively simple operating decisions are regularly on the executive agenda for discussion and decision;
  5. It is difficult to get your best people to volunteer to lead cross-functional programs;
  6. Your operating costs are noticeably higher than your competitors;
  7. Your business suffers from the cost of poor quality; and
  8. Customer information and intelligence is not systematically or regularly shared across relevant teams.

© Stuart Cross 2011. All rights reserved.