企业跨部门协同问题该如何解决？
一、四个方面问题
第一个问题：各个部门之间的人员互相不熟悉对方的流程，沟通起来很困难，比如说销售部门、研发部门、生产部门、采购部门，还有质量部门等等。
第二个问题：上游传达给下游的需求不清楚，而且经常变更，这就会导致下游不停的干活，不停的返工，越往下游就很多。中国数字化转型网www.szhzxw.cn
第三个问题：上游不了解下游的工作进展情况，不知道他们的工作负荷，可能下游已经是疲惫不堪了。上游人员不断的下达任务下，又忙不过来就堵塞在那里了。所以，就导致后面新的任务无法有序执行。
第四个问题：产生部门的利益冲突。因为不同的部门间的利益考核是不一样的。比如说销售部门的人员总是希望签更多的合同，所以呢，他会答应客户的各种各样的需求啊，管他做得出，做不出，先答应了再说啊，交给研发人员去做。销售人员也可能会承接很多利润很低的项目，也交给开发人员去做，这样会把开发人员忙死，导致呢，哪个项目都做不好，做不出精品来，做出来又不赚钱。
二、三个解决对策
第一个对策：企业毫无疑问要制定全公司的流程，每个部门都有相应的流程，这个叫CMMI三级已定义级，就是指公司的流程已经定义好了，已经标准化了，相关的人员按照这个既定的流程来执行就好了。当然，还需要结合相关业务案例，持续组织相关的培训，提升员工做事的能力。
第二个对策：企业要考虑有条件的赋予下游制约上游的机制，否则的话，苦难一定会堆积到下游。比如说测试部门和开发部门之间的关系，测试人员和开发人员者的关系。有些开发人员对自己的产品质量不负责任，他做完以后就直接给测试人员去测，可是这个测试人员发现这个东西根本没法运行，或者一运行就会暴露出各种严重的问题，消耗了测试人员很多的精力。本来测试人员还要去测试别的东西，如果开发人员能够及时的自我测试，他可能很快就发现问题，很快把问题给解决掉了，会大幅度的提高效率，这是很重要的理念。如果测试部门可以拒绝开发部门那些不负责任的工作成果，以后开发部门就应该会老实很多了，认真很多了。中国数字化转型网www.szhzxw.cn
第三个对策：说一下企业文化建设，为什么要提这个话题。所有跨部门合作中存在的矛盾，归根结底都是企业文化的问题。因为大家没有为共同的利益奋斗，建设企业文化，它的目的就是要建立全员认同的价值观，从而减少内耗，提高战斗力。这是企业的顶层设计，我将在后续的话题中进行分享。
翻译：
How to solve the problem of cross-departmental collaboration?
Four aspects of the problem
The first problem: the personnel in various departments are not familiar with each other’s process, and it is difficult to communicate with each other, such as sales department, research and development department, production department, purchasing department, quality department and so on.
The second problem: the upstream needs conveyed to the downstream are not clear, and often change, which will lead to non-stop work downstream, non-stop rework, and a lot of downstream. China Digital Transformation network www.szhzxw.cn
The third problem: the upstream does not know the progress of the downstream work, do not know their workload, may be the downstream is tired. Upstream personnel continue to issue tasks, and busy can not come over clogged there. Therefore, new tasks cannot be executed in an orderly manner.
The fourth problem: the creation of departmental conflicts of interest. Because the benefit assessment between different departments is different. For example, the staff of the sales department always hopes to sign more contracts, so he will promise a variety of needs of customers, regardless of what he can do, can not do, first promised to say it again, to R & D personnel to do. Sales staff may also undertake a lot of very low profit projects, but also to developers to do, so that developers will be busy, resulting in which projects are not good, do not do fine, do not make money.
Three solutions
The first countermeasure: the enterprise undoubtedly needs to develop the process of the whole company, and each department has its corresponding process. This is called the CMMI three-level defined level, which means that the company’s process has been defined and standardized, and relevant personnel can execute it according to this established process. Of course, it is also necessary to combine relevant business cases, continue to organize relevant training, and improve the ability of employees to do things.
The second countermeasure: enterprises should consider the mechanism of conditionally giving the downstream to restrict the upstream, otherwise, the suffering will surely pile up downstream.
For example, the relationship between the testing department and the development department, and the relationship between testers and developers. Some developers are not responsible for the quality of their products, after he finished it directly to the tester to test, but the tester found that this thing can not run, or a run will expose a variety of serious problems, consuming a lot of energy of the tester. Originally, the tester has to test other things, if the developer can timely self-test, he may quickly find the problem, quickly solve the problem, will greatly improve the efficiency, which is a very important concept. If the testing department can reject the irresponsible work of the development department. The development department should be a lot more honest and serious in the future. China Digital Transformation network www.szhzxw.cn
The third countermeasure: talk about the construction of corporate culture, why to bring up this topic. All the contradictions in cross-departmental cooperation are ultimately a matter of corporate culture. Because we have not fought for the common interests. The purpose of building corporate culture is to establish values that are recognized by all employees. So as to reduce internal friction and improve combat effectiveness. This is the top-level design of the enterprise, which I will share in the following topics.
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