This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives. Various solutions were tested to develop a “best practice” for improving the effectiveness and accountability of implementing action plans.
Program audits were conducted on the tracking and effectiveness of strategic objectives and corrective action plans at 24 aerospace‐related companies (e.g. Northrop, Allied Signal) in the USA.
Generally, strategic objectives and correction actions are performed adequately and on‐time within an organization's function (e.g. engineering). The adequacy of cross‐functional actions, however, was a completely different story. Typically, these actions were delayed past the “need by dates” and often failed to satisfy the internal customer's need. Several solutions were examined and “the dynamic stringing” method proved to be the most effective.
Future studies need to focus on additional methods to insure accountability of cross‐functional requirements to include incentives.
This study presents the basis for a “best practice” that could help solve inefficiencies and delays in completing cross‐functional actions. The core concept of “paper and string” can easily be upgraded to computerized project management systems. The key, however, is not to lose the power of “visibility.”
This is the only study that has examined the chronic problem or “dirty little” secret of poor cross‐functional support in numerous organizations. The value is to managers that need to insure the accomplishment of strategic objectives and corrective actions.
