In a Marketing Profs article, Jeff Thull writes that value creation is the new core competency. He asserts that there’s a value gap between what a customer needs and what a company produces.
The value gap can often be traced back to cross-functional dysfunction, a term that basically means your departments are not working together – or, even worse, they may be in conflict with each other…
When various departments are operating at cross-purposes, a company’s value strategy is likely diluted by the time it reaches the customer. The customer perceives, rightly or wrongly, that the value he is being offered simply isn’t there.
So how do we build a corporate culture that creates value? Jeff suggests sweeping changes in four areas of your company. I don’t disagree with his suggestions, although it struck me that you can change the system and still not have the right people to run the offense.
If the manager of marketing and the director of development are bent on arguing with each other, no system will bring them together. You have to find people who are curious enough or crazy enough to study business and technology (or design). They aren’t, however, crazy enough to argue with themselves.
In many cases, trying to get someone in HR to believe that a person with a blend of business and technology skills can create value for his company is like trying to convince a gas station owner that blending water with gasoline will lower fuel costs. Only the gas station owner truly understands his business.
My advice?
During the interview process, focus on one core skill and complement it with the other skill. For example, if you’re interviewing for a project management job, let them know that your primary focus is management. Although, share the fact that you also have technology experience and can speak the language of technology.
Once you’re inside the company, power up both skills and set them to dazzle; show people how to create value. And you’ll need business and technology skills to cross the department divide, create the proof, and silence the naysayers. But in the end, you’ll help drive the company from awful to awesome.
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