Leading Practices for Effective Cross-Functional Teams

Through a review of literature and case studies as well as interviews with  subject-matter experts, we identified eight leading practices for effective  cross-functional teams, as shown in figure 1. DOD’s Draft Organizational Strategy Addresses Statutory Elements, but DOD Has Not Outlined How It Will Advance a Collaborative Culture or Collaborated with Stakeholders

The ODCMO developed a draft organizational strategy that addresses the  two statutory elements required under section 911 of the NDAA for Fiscal  Year 2017—identifying critical objectives and outputs that would benefit  from the use of cross-functional teams, and providing for the appropriate  use of these teams—but DOD has not issued that strategy as required by  September 1, 2017. The act states that DOD’s organizational strategy should,  among other things: provide for the furtherance and advancement of a collaborative, team- oriented, results-driven, and innovative culture within the department  that fosters an open debate of ideas and alternative courses of action,  and supports cross-functional teaming and integration;  improve the manner in which the department integrates the expertise  and capacities of the functional components of the department for  effective and efficient achievement of critical objectives and other  organizational outputs that span multiple functional boundaries and  would benefit from the use of cross-functional teams;  improve the management of relationships and processes involving the  Office of the Secretary of Defense, the Joint Staff, the combatant  commands, the military departments, and the defense agencies with  regard to such objectives and outputs;  improve the ability of the department to work effectively in interagency  processes with regard to such objectives and outputs in order to  better serve the President; and achieve an organizational structure that enhances performance with  regard to such objectives and outputs. However, ODCMO officials stated  that they agree that the strategy could do more to address collaboration. ODCMO Did Not Collaborate with Key Stakeholders, Including the Secretary of Defense, on Its Organizational Strategy

ODCMO did not collaborate with key stakeholders on the development of  the organizational strategy. Without obtaining key  stakeholder input on the development of the organizational strategy, such  as from the Secretary of Defense, military departments, the combatant  commands, and defense agencies, DOD may not be well positioned to  issue an organizational strategy that reflects the Secretary of Defense’s  objectives and improves collaboration across the department. DOD’s Draft Guidance for Cross-Functional Teams Addresses Most Required Statutory Elements, but Could More Fully Incorporate Leading Practices

ODCMO officials developed draft guidance for Secretary of Defense- empowered cross-functional teams. Table 3 shows our assessment of the extent to which DOD’s draft  guidance meets required statutory elements. However, without initial guidance that fully  addresses the required statutory elements in section 911 of the NDAA for  Fiscal Year 2017 and incorporates leading practices, DOD’s cross- functional teams may not be able to consistently and effectively approach  the Secretary of Defense’s strategic objectives or further promote a  collaborative culture within the department. DOD Has Developed, but Not Provided, Training for Its Presidential Appointees and Cross-Functional Team Members, and It Does Not Address All Statutory Requirements

		DOD Developed a Draft Training Curriculum for Presidential Appointees, but It Does Not Address All Required Statutory Elements and Has Not Been Provided to Appointees

As of October 2017, the ODCMO developed a draft training curriculum on  cross-functional teams for presidential appointees, but this curriculum  does not address all statutory requirements. In addition, according to an ODCMO official, DOD has  not developed criteria for determining who would be eligible for such a  waiver and on what basis. We found that the draft curriculum addresses only one of four required  elements in section 911 of the NDAA for Fiscal Year 2017. The CMO  could accomplish this by incorporating our leading practices on mergers  and organizational transformations. In  written comments, DOD concurred with our recommendations. We took several additional steps to identify leading practices.
Why GAO Did This Study

DOD continues to confront organizational challenges that hinder collaboration. To address these challenges, section 911 of the NDAA for Fiscal Year 2017 directed the Secretary of Defense to issue an organizational strategy that identifies critical objectives which span multiple functional boundaries and that would benefit from the use of cross-functional teams. Additionally, DOD is to establish cross-functional teams to support this strategy.
The NDAA also included a provision for GAO to assess DOD's actions in response to section 911. This report evaluates the extent to which DOD, in accordance with statutory requirements and leading practices, has (1) developed and issued an organizational strategy, (2) established Secretary of Defense-empowered cross-functional teams, and (3) provided associated training for Office of the Secretary of Defense leaders. GAO analyzed DOD's draft organizational strategy, draft guidance on establishing cross-functional teams, and draft training curriculum. GAO also interviewed DOD officials and subject-matter experts and identified leading practices for effective cross-functional teams.

What GAO Found

The Department of Defense (DOD) has implemented some of the statutory requirements outlined in section 911 of the National Defense Authorization Act (NDAA) for Fiscal Year 2017 to address organizational challenges, but could do more to promote department-wide collaboration, as required under the NDAA. Specifically, DOD:
Drafted an organizational strategy that includes the two required statutory elements, but does not outline how DOD will advance a more collaborative culture, as required by statute. Incorporating GAO's leading practices on mergers and organizational transformations, such as setting goals, would help DOD better advance a collaborative culture.
Plans to coordinate review of the organizational strategy with some DOD offices, but has not followed GAO's leading practices for collaboration—to coordinate with key stakeholders, such as the Secretary of Defense and the military departments—in drafting the strategy. Without obtaining key stakeholder input, DOD may not be well positioned to improve collaboration across the department.
Established one cross-functional team to address the backlog on security clearances and developed draft guidance for cross-functional teams that addresses six of seven required statutory elements and incorporates five of eight leading practices that GAO has identified for effective cross-functional teams (see figure). Fully incorporating all statutory elements and leading practices will help the teams consistently and effectively address DOD's strategic objectives.
Developed a draft training curriculum for Presidential appointees in the Office of the Secretary of Defense. However, the curriculum addresses only one of four required statutory elements, and has not been provided to appointees. In addition, although the statute allows a waiver for this training, DOD has not developed criteria for such a waiver. Providing training for these officials or ensuring that appropriate criteria are used to waive training will improve DOD's ability to implement its new organizational strategy.

What GAO Recommends

GAO is making four recommendations to DOD, including revising its organizational strategy, collaborating with key stakeholders on the development of its organizational strategy, revising cross-functional team guidance, and providing training. DOD concurred with GAO's recommendations.