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gives way to more flexible models that promote interdepartmental cooperation.
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Most projects take on the colours of transversality,
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forcing management to work together and making
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them interdependent on their actions and innovation.
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How can cooperation be encouraged between departments whose organisation
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and culture are sometimes at odds with each other?
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The technical department,
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the marketing department,
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the sustainable development department,
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the IT department.
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Here is the presentation of a practical tool,
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the mutual commitments Charter.
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It will make interdepartmental cooperation
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and facilitate the resolution of conflicts between different entities.
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The mutual or respective commitments charter
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is also called a contract between departments.
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It defines the expectations and commitments of two departments
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that are expected to collaborate on a daily basis or on a given project.
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It will therefore establish a win win,
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give and take contract between the services.
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Here are the steps involved in developing a mutual commitments charter.
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is the drafting of this charter.
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bring together the departments or
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representatives of these departments separately.
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works on its own.
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all the instances where their work overlaps with that of the other entity
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and what they expect from it.
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I invite you to go beyond a rational.
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and work a little with your intuition.
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imagine a chaotic partnership.
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Everything goes wrong and conflict seems inevitable.
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What does the other department,
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the sales department,
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Write down exhaustively on Post-it notes or on a flip chart,
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what comes to you?
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like in a movie what you see,
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brainstorming session.
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Take the time to get it all out into the open.
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I invite you to imagine an ideal partnership
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where the other entity is the perfect dream partner and describe,
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like in a movie,
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what the work completed and the interactions looked like.
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If our collaboration with the sales department is optimal,
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that's what happens,
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that's what they do,
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that's what they say.
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Take the time to dig.
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go through the list of behaviour to avoid
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and the list of desired behaviour
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and write your expectations in a more rational and realistic way.
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This is what our marketing department
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expects from the sales department point by point.
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switch places in the room,
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and imagine for a while you're the other department.
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You are the sales department.
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You can even identify with people you know.
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I'm the sales representative in charge of phoning.
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the sales manager for the Southwest region,
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and then repeat the same three steps as at the beginning of the process.
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Describe exhaustively what a chaotic cooperation with
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a marketing department would look like.
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Describe exhaustively what an ideal cooperation with
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an excellent marketing department would look like
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and extract from your brainstorming a list of behaviour
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that you imagine the sales department expects from you
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and write down the expectations that you would be willing to meet
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before meeting with the other team
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for the pooling.
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Rationally summarise your contributions.
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Two columns on a table.
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One column our marketing team is expecting from your sales team.
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and in exchange our marketing team is willing to commit to this.
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after working on their own.
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The two departments will have an adjustment meeting.
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They will pool their productions and discuss what is feasible and not feasible
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until they define an agenda for implementing the changes.
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This may require several meetings.
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if tension already exists between the two teams,
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a preliminary work of cohesion will be welcome
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before exchanging your tables of expectations and commitment.
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Boost the cohesion by a presentation of each one.
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Use icebreakers and inclusion games and perhaps with the
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help of a consultant who will conduct the meeting.
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Write a simple and as concrete as possible document
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on the expectations and commitments of each department.
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Have the resulting charter signed if you want a formal document.
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The maintenance department expects the operations department
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to respect the installation availability schedules.
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It commits to a daily feedback of
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information on the operation of the installations,
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The marketing department expects the sales department to use the.
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monitoring the commitments noted in the mutual commitments
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charter will ensure the solidity of the collaboration.
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what will now facilitate cooperation and even alleviate
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latent conflicts is not so much the document.
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What's important is the process that the teams went through.
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Departments have met,
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understood the opinions and needs of the other team,
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and they exchanged and constructed their solutions.
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That's the main thing.
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