Driving the success of cross-functional teams in a critical turnaround for a leading Indian automotive manufacturer

A large Indian automotive manufacturer found itself facing huge losses

The company was unable to move fast enough to keep pace with emerging opportunities. Their turnaround strategy depended on the success of Cross Functional Teams (CFTs) which were tasked with coming up with solutions to the crisis. In their analysis of their challenges, collaboration was identified as one of the key behavioural issues.

The company wanted an intervention, to enhance collaborative processes, targeted at its senior managers who were identified as high performers.

Anahat designed and facilitated an intervention anchored around the MBTI® instrument

The MBTI® was used over a series of 3-day workshops to help participants accept the fact that differences exist and that the dividends of a collaborative process are available by leveraging the constructive use of differences. The methodology followed was a combination of conceptual inputs and experiential learning. 

More than 800 senior managers were covered across 50 workshops, over a 2-year period.

The cross-functional teams worked extremely well to drive innovation

Participant feedback said that managers felt empowered and enabled by the workshops to effect significant changes in their areas of work.  The workshops helped them break unconscious beliefs and myths they held about working in organisations and teams, such as:

Myth 1: There are only one or two templates for success as a manager: The participants felt very empowered by the realisation that a success strategy can be crafted around every type. They experienced a very deep invitation to say a yes to themselves.

Myth 2: Thinking alike is good teamwork: Participants were able to see tangibly for themselves, through the structured exercises, the richness and the creativity a diverse team can bring to the table.

Myth 3: Development is about correcting your weaknesses: The MBTI® instrument helped the managers leverage their strengths. The managers discovered that accepting and affirming their natural styles helped them to become more flexible in their interactions with their colleagues.

The success of the cross functional teams led to the organisation’s strong recovery from its financial crisis.

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