Many definitions have been thrown around regarding end-to-end (E2E) business operation. For the sake of this article, I’ll describe it as a system for organizing and describing the way all business functions can work together towards a common organizational goal. E2E operation allows for more precise goal measurement, ownership and overall business governance. It creates a common understanding of the expectations, role clarity, the business process, and drives performance visibility.
It is not uncommon, however, for businesses to divide assets into areas of expertise (finance, marketing, sales, etc.) or to cut it along the value chain (upstream or downstream). But when silos are created, it becomes increasingly challenging to work across departments towards a common goal. A lack of cross-functional support can lead to miscommunication, disconnected agendas, and greater business inefficiencies across the board.
You know you’re working as one E2E team when everyone is committed to and measured against one common goal— one team, one goal. Of course the overarching goal typically requires various functional goals and moving parts across business assets. If each individual is recognized only for their functional contributions instead of their part in delivering on the one team goal, they are less inclined to be motivated by the greater enterprise’s success.
A lot of product launch plans end up derailed without clear leadership agendas that stay constant as the product is developed. Start with implementing a single E2E governing body that is empowered to make decisions regarding funding, resourcing and goal setting. This is not a steering committee or a cross-functional meeting after which each member needs to get confirmation up their own ladder. A true E2E governance structure provides accountability at a high level and a group who will ultimately own the end result, whatever the outcome. Your governing body will set the standard for teamwork and collaboration across functions, working together as one team towards one goal.
Additionally, it’s important to identify the people in your value delivery chain that will consistently work towards aligning the direction of your operational strategy. Having reliable touch points that believe in the overall vision and continue to motivate the rest of their teams is critical. They’ll provide role clarity and performance insights throughout the process, keeping teams on track and accountable. These individuals will also serve as neutral sounding boards and connection between various department perspectives and processes.
Transparent, ongoing discussion and connection across departments who are all working towards the same end goal is key for seamless operational implementation. Let me put this into perspective. Years ago, one of my teams was working towards bringing a new product to market. The product wrapped in mockup packaging arrived and the product team had seemingly knocked the packaging out of the park.
A few months ahead of launch, I was visiting a distributor for the upcoming product and happened to have some of the samples with me. In reviewing the section of the store where the product was set to live, I realized that the beautiful packaging dimensions exceeded the available space between shelves. It wasn’t going to fit.
Fortunately, the sample was a mockup and we hadn’t yet fully produced the packaging, but this scenario served as a valuable lesson. If all teams partially responsible for bringing this new product to market had been clearly involved from the beginning, the full go-to-market plan, retail limitations, and packaging dimensions would all have been hashed out in alignment, as every department’s top priority would be the successful go-to-market launch— period. Together, the team (myself included) should have discussed and anticipated potential operational issues and front loaded solutions.
E2E operation allows for stronger customer insights, market insights, and value creation. Every department in a silo is subject to blind spots. The marketing team can do their due diligence when it comes to consumer research and understanding your target audience but without shared insights and ongoing discussion with other functions (e.g. R&D, product team, sales, supply & manufacturing, finance, etc.), they can’t solve unforeseen customer problems through their lens alone. The more perspectives involved, the more questions you can ask and answer up front for a fuller picture. This may also reveal unrecognized blind spots, especially if you also engage your external partners and collaborators.
At the end of the day, a team that understands that we win together and we lose together is better positioned for operational success than those laser focused on their specific functional tasks at all times. E2E operation is about collaboration, problem solving, unity, and teamwork.
For more info/questions about this topic or business transformation in general, please reach out to us at accelerate@growthride.com. We’re always grateful to keep the conversation going!
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