How cross-functional teams rewrite the rules of IT collaboration

IT collaboration is an art, but even so, many teams remain surprisingly isolated to the point where 82% of enterprises experience critical workflow disruptions because of data silos, according to an IBM report, resulting in 68% of enterprise data going unanalyzed.

The same issues that contribute to data silos often limit other cross-functional efforts, too. Organizational structure, resource constraints, company culture, and other complexities can all have a limiting impact on what IT teams can accomplish.

On the flipside, however, are the cross-functional teams seeking to rewrite the rules of IT collaboration through deeper and more meaningful work together.

Case in point, an APQC healthcare benchmarking study from this year found that organizations using cross-functional teams experienced 34% higher technology adoption than their siloed counterparts. This shift is forcing IT units to rethink collaboration as brand, product, marketing, and sales sitting shoulder to shoulder in delivery cycles. Such a new dynamic, as a result, is reshaping collaboration norms, and delivering faster and more customer-aligned outcomes in the CIO’s sphere.

Make the switch

In my research, I’ve found that internal functions often fail to collaborate in a way that benefits the entire organization mostly due to inherent perspectives. IT and other roles are encouraged to optimize their own silo or function rather than work with people in other departments to improve overall efficiency.

The end result, even though each individual may see some gains, is the organization as a whole doesn’t see the same kinds of meaningful outcomes, as IBM’s conclusions on data silos makes clear. This can be especially challenging for organizations trying to improve technology adoption, and it can also influence how IT is perceived by others. Successful cross-functional collaborations, however, can lead to more innovative efforts that allow IT to get fully integrated into other groups.

When done right, IT isn’t just an optional part of cross-functional collaboration, it’s an integral part of what makes collaboration possible. “There’s a lot of overlap now between IT, sales, finance and regulatory compliance,” says George Dimov, managing owner of Dimov Tax. “I notice it frequently when we’re hired for due diligence or an internal audit. The CIO, finance team, and our tax team all need to be fully connected. IT is what connects individual employee performance, expense tracking, financial reporting, and it’s the backbone that makes teamwork possible and efficient. A member of the IT team should sit in every department’s weekly meeting whether it’s sales, accounting, or operations.”

For example, how can HR evaluate individual employee performance without the appropriate metrics. They won’t have this information without collaborating with IT to connect the organization’s client management software directly to employee clock-ins. IT collaboration is equally important on sales teams. Performance needs to be fed into reports that are shared internally to ensure accountability and enhance collaboration.

Redefining IT collaboration

What happens when IT plays a key role in breaking down barriers? First, getting IT involved in cross-functional teams means IT is at the table from day one. Rather than having an environment where a department requests a report or tool from IT after the fact, or has it digitize information later on, IT is present in all meetings.

As more organizations recognize the inherent importance of digital transformation, the need for IT expertise — including perspectives from individuals with different types of IT experience — becomes more pronounced. It’s up to the CIO to provide the cross-functional leadership that ensures IT is involved in such efforts from the start.

Consider a case study from the Institute of Design at Illinois Tech on the role of design in US health systems, where designers reported adding value in at least three ways: conducting user research to inform digital solutions, strategies, investment and deployment; applying user experience design to improve tech’s fit with user expectations and needs; and to design and run pilots that test digital products before scaling. “Because large teams are required to implement and monitor digital solutions, designers in these roles are often filed into larger units and work in teams with diverse skill sets, such as software engineering, data analytics, and business design,” the study says.

With true cross-functional teams, IT is able to take greater ownership of their organization’s initiatives, ensuring the CIO’s expertise and knowledge are heard. At the same time, this creates more accountability for IT, encouraging individual team members to see that IT perspectives are included in every conversation.

Even in situations when IT isn’t directly involved in day-to-day collaboration, it can still play a valuable role by providing technology resources that aid and facilitate collaboration. Ideally, IT should be part of the solution to eliminate barriers, whether that’s through digital sharing tools, reporting mechanisms, or something else. IT can and should be at the forefront of enabling cross-functional collaboration between teams and departments.

As AI and other emerging technologies continue to disrupt IT operations, cross-functional collaboration will only become more important. Whether you’re looking for ways to cut costs or address potential biases in your AI tools, it’ll ensure your organization has the necessary insights and resources for more dynamic and innovative problem-solving.