Most of the leaders of new product groups realize the complexity of the problems they face, and the changes that must occur before cross-functional collaboration can accelerate new product development. Many of them know, for example, that the promotion of cross-functional thinking, collaborative decision making, while undertaking new work products are beneficial. Only a select few, however, consistently act on these ideas and implement significant changes. Differences between more and less effective leaders is not so much that they support or not to believe, and more in the process in which they learn and create new approaches and develop new ways of defining their behavior. "Hide
by Avan R. Jassawalla, Hemant C. Sashittal Source: California Management Review 19 pages. Publication Date: January 1, 2000. Prod. #: CMR165-PDF-ENG
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