Having reviewed the scope of CVM programs it is clear that the scope of work for CVM is vast and a wide network of cross-functional stakeholders will be involved at all times. This chapter presents an overview of how this collaboration looks like and works in practice.
Cross-Functional Collaboration is at the core of CVM #
Cross-functional collaboration is essential for success of CVM. For example, CVM team needs high quality customer data which is prepared by the data analytics team; the sales team needs a good target group and offers which are prepared by the CVM team. The entire activity is managed under a Cross-sell initiative which is a part of an NBO program, which itself falls under NBA program. So, CVM is deeply dependent on contribution from across the organisation, and the rest of the organisation in turn depends on CVM role outputs for it’s success. Typically such collaboration extends to approximately 14 areas. Sometimes these areas are large separate teams or even multiple teams reporting to various managers. Some areas may be covered by just a single person somewhere in the organization, or not covered by anyone at all. If no one is responsible, often CVM takes on the missing role.
Kristine, Tele2 Latvia: “Our Customer Base Management team is all about connecting different departments.”
Simon Sanga: “Prior to starting on any CVM initiative, it is essential to establish clear expectations and the desired outcomes from all collaborating teams (for data analytics, etc.).”
Below we provide a short overview for each of the 14 functional areas that closely work with CVM and describe what inputs CVM needs, what work related to the function it must do, and what output it provides in turn to this specific group of stakeholders.
