Course Objective & Scope
When product, sales, operations, IT and finance work towards the same goal, competing priorities, unclear ownership and broken hand-offs slow everyone down. This programme makes that friction visible and manageable using stakeholder mapping, RACI/DACI role matrices, OKR alignment and inter-team interface agreements.
Participants use a real cross-functional initiative from their organisation as the case: they map dependencies, define a decision protocol and draft a shared team charter. Sessions run in-house on-site, live online or in a hybrid format.
Who Should Attend?
- Managers and team leads running projects with several departments
- Product, project and programme managers
- Specialists and process owners working in matrix structures
- Corporate development and PMO teams
Key Takeaways
- Map an initiative's stakeholders by influence and interest
- Clarify responsibility and decision rights with RACI or DACI
- Identify cross-team dependencies and hand-off points
- Align departmental goals around shared OKRs
- Write an inter-team interface agreement and escalation path
- Build a workable team charter
Curriculum
Sources of Cross-Functional Friction
- Conflicting departmental goals and incentives
- Unclear ownership and hidden dependencies
- Early warning signs of silo behaviour
Stakeholder Mapping and Shared Goals
- Influence-interest matrix and stakeholder expectations
- Moving from departmental goals to shared OKRs
Roles, Responsibilities and Decision Rights
- Building RACI and DACI matrices
- The single accountable owner principle
- Decision protocol and escalation path
Interface Agreements and Hand-offs
- Inter-team service expectations and acceptance criteria
- Dependency board and synchronisation cadence
Team Charter Workshop
- Drafting a charter on the organisation's case
- Refining it with stakeholder feedback
- First 30-day implementation plan
Other Courses in This Category
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Core group facilitation skills: diverge-converge flow, Liberating Structures, gradients of agreement, difficult group dynamics and online facilitation, practised in an observed facilitation practicum with feedback.
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Meeting audits, purpose-outcome-agenda design, meeting types, asynchronous alternatives and workshop flow planning; teams redesign one of their existing meeting rhythms into a ready-to-use plan.
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Clarifying decision rights with RAPID and DACI, separating reversible from irreversible decisions, consent-based decisions, disagree and commit, and owner-dated action tracking, captured in a team decision protocol.
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Separating task from relationship conflict, Thomas-Kilmann conflict modes, psychological safety, interest-based negotiation and structured debate techniques such as pre-mortems, practised by managers on real cases.
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Making implicit team norms explicit, writing working agreements on communication, decisions, meetings and availability, and keeping them alive through retrospectives; teams leave with their own charter and agreements.
- Live Course
- 5 modules
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Async-first operating principles, written decision documents (RFC/ADR), channel SLAs and hand-off protocols for hybrid and distributed teams; participants build their own hybrid team playbook and communication matrix.
- Live Course
- 5 modules
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