How many of our Business Leaders have rolled up their sleeves and got involved in the basic operational stuff that the main workforce toils at every day? And how many of them really understand every part of the process that delivers the high- level end result?
If you think the answer to those questions is a single%, then how many Director level people do you know, whether in your organisation or not, that have deep level of understanding and many years of hands-on experience across several fields, Sales, Marketing, Customer Services, Operations, Finance and Technology. - very few indeed!
Which is quite surprising when we are all aware that a well rounded ‘education’ and a ‘working knowledge’ across those areas should be a pre-requisite for top senior management roles.
Strengthen the management team
It’s not only good management to familiarise yourself with each departments pain point, but to most of the people, it’s damn well essential. Many of the world’s leading organisations adopt this approach and ensure that their Senior Management teams are simply rotated across key functional departments every 2 years, without fail.
I have found that this is by far the best way to strengthen the management team, it keeps everybody on their toes, opens up all, if any, inter-departmental issues, smooths relationships, revitalises and motivates your workforce and unites all the interfacing business departments around a common goal.
With a strategic HR objective to get their top people fluent with all aspects of the organisation, It could also be viewed as succession planning to find the next best CEO from all their direct reports.
Some of the more progressive organisations have developed a rotational policy across selected middle management too. All designed for them to gain deeper insights into the role, function and process of each part of the organisation, help make those cross-functional team meetings sweeter and strengthen relationships.
Can Rotational Management drive CEM?
We agree that a greater understanding and working cross-functional, mapping and managing the workflow across the organisation will aid inter departmental working relationships and deliver a harmonious working environment, also helping to destroy bottlenecks and silo’s in the organisation.
With a seamless workflow across all operational areas, with everybody aligned to deliver on time, every time - the driving force to constantly develop and improve, comes from a powerful external force - the customer!
This surely must be the major benefit of rotational management and if it helps drives transformation into that of a customer facing organisation, whose objective is to deliver the best customer experience, then this should be investigated further, right?