Characteristics:

Individual functions are valued for the subject matter expertise they contribute to the business. The functions tend to be reactive and respond to requests from the business. The functions ensure that standards and policies are adhered to.

Challenges:

The business and the functions may have a limited understanding of each other’s challenges which can lead to tensions. The functions don’t have the seat at the table to challenge the strategy of the business leaders, and often are not involved early enough.

Characteristics:

Functions take accountability for understanding the business and are able to utilise this acumen to create value for the organisation, acting in service of the wider business. Functions are pragmatic in balancing the risk of noncompliance to functional standards with the need to create value for the business. They can leverage their functional expertise to provide new and innovative solutions.

Challenges:

It may still be difficult for the functions to understand fully what information is of value to the business, particularly where there is complexity, and they may not be able to be responsive enough.

Characteristics:

The functions have a ‘seat at the table’ and are able to influence and contribute to wider business decision-making, with the business involving them early in the process. There is less of a distinction between the roles of the functions and the business, with all staff being involved in partnering situations where they must leverage their influence outside of hierarchical structures.

Challenges:

Where the function’s objectives are not sufficiently aligned with business objectives, this results in conflicting priorities not being resolved in service of the business.

Priorities between different functions and the business don’t always align, and it can be difficult for the business to balance their conflicting needs. This can also lead to a perception that the functions can be blocking progress of the business. The functions are often viewed as ‘functional police’, with the value they could add not being understood or leveraged by the business.

Characteristics:

The organisation functions from a position of systems thinking across the entire ecosystem. It forms truly collaborative partnerships or alliances with all connected parties, including those in parallel sectors, competitors, customers and suppliers. These partnerships are often formed speculatively as well as when there is an immediate need.

Challenges:

Given the volume, variance and possibly conflicting priorities of potential partners, there is a risk that organisational cultures and values won’t align sufficiently for the partnership(s) to be truly effective. Building the trusted relationships and collaborative working needed to effect this wider network may also be challenging, and the organaisations may revert to a mindset of being in competition with each other.