A successful organization depends on its ability to manage interfaces effectively and build strong collaboration between adjacent functions within its core business processes.
Most organizations tend to manage each unit independently, with its own set of metrics, objectives, and activities, without always considering the preceding or following function in the supply or production chain.
This approach creates gaps and bottlenecks between departments and, over time, can also lead to friction and counterproductive competition between them. To create true synergy, the work process must therefore be managed at an additional level – the interface level.
At 7I’s, we developed a method for improving interface management by dividing the work process into segments. Each segment spans parts of two adjacent processes, placing specific management focus on bridging the critical points between them, maintaining continuity across cross-functional processes, and improving the way the two functions work together.
7I’s helps its clients strengthen these working interfaces by implementing a unique management approach that treats each work segment as an integrated organizational unit.
What Is a Segment?
A segment is an interface process connecting two adjacent processes within the service or supply chain, with its boundaries extending into each of the two processes it connects.
Each segment has a designated manager. This person does not necessarily manage either of the two processes directly, but holds a role within one of the functions that make up the segment. In fact, it is often preferable to appoint a senior employee from the company’s management development pipeline.
Segments within a cross-functional freight forwarding process
How Do You Manage a Segment?
The segment manager, together with a working team made up of employees from both functions within the segment, is responsible for defining the segment’s mandate. This mandate includes a set of objectives, KPIs, and activities designed to ensure the segment’s success while supporting the company’s broader goals and objectives.
Throughout the year, the segment manager oversees the interface between the two departments through regular interface meetings, cross-training, identification of bottlenecks at key handoff points, and the development of effective teamwork between the two departments.
Beyond the direct benefits of effectively managing the interface, this approach strengthens employee commitment and encourages a broader organizational perspective. At the same time, responsibility for managing the segment provides an opportunity to develop the segment manager and assess their management capabilities.
