Four Examples Of Successful Cross-Functional Alignment That Fueled Growth

ArcBest is a multibillion-dollar integrated logistics company that leverages technology and a full suite of shipping and logistics solutions to meet its customers’ supply chain needs. From 2018 to 2020, ArcBest revenue declined by over $150 million.

To address the challenges brought on by the decline in revenue, in April 2020, ArcBest refocused marketing and sales efforts to better align resources and then began implementing a buyer-aligned sales methodology, introducing new workflows, processes, and technology, with a focus on meeting its customers’ constantly changing needs and making it easier for them to do business.

ArcBest knew it couldn’t successfully execute necessary changes without unified support, so the company took painstaking steps to ensure that everyone in the organization was engaged in implementing this transformation. The leadership team talked through the challenges and validated a plan for turning things around. Given the size of the change, ArcBest adopted a long-term approach with a slow and steady stream of improvements.

The impact of this initiative was significant. ArcBest had record growth in revenue, growing by 36% to $4 billion in a capacity-constrained environment. The company did this by driving a 52% year-over-year increase in the strategic growth products outside of the constrained core product.

It’s long been known that a new car depreciates the moment it’s driven off the lot. Ford Motor Company endeavors to change that — believing that an unrivaled customer experience (CX) can ultimately create value for both the customer and the company.

It’s a lofty goal, and one that has required some fundamental changes to the way Ford does business. Like most car companies, in the past, Ford has focused primarily on vehicle acquisition — the phase called “shop and buy.” But today, the company focuses on creating a consistent end-to-end experience from before purchase to beyond purchase. Executive director of customer experience, Jim Azzouz, says the company had to ask, “How might we restructure the business to add value across all the interactions in our customers experience? How do we put rigor around how we show up, from shop to buy all the way through ownership?”

The answer? Be hyperfocused on your priorities and keep customer value at the center.

The effort has not come without challenges as Ford navigates uncharted territory. But the team recognizes that “sometimes when we are the most uncomfortable, that’s the area where we have the confidence that we’re on to something special,” said Azzouz.

Ford’s approach to alignment has included four critical steps:

1. Breaking down silos.
   Knowing its strengths were in vehicle and design manufacturing, Ford decided to apply those strengths to CX — treating new customer experiences much the same way that it treats a vehicle launch. This means breaking down silos and naming one champion who acts as the directly responsible individual for the success of the program.
2. Establishing a great agency partnership.
   Ford has built trust and communication with its agency partner. The company has a long history of mutually designed infrastructure and processes — but it also recognizes that sometimes process gets in the way of people. So, Ford makes sure not to stifle voices along the way.
3. Building a foundation.
   Ford recognizes that to scale experiences, it needs to align the right mix of talent. When designing CX, the company involves product management, designers, and engineers from the outset. Each has a distinct role, and each is ultimately responsible for outcomes.
4. Branding the experience.
   The CX team recognizes that a new experience initiative will not be successful unless the customer knows about it and understands its value. That’s why it aligns closely with the marketing team to ensure effective and impactful customer communications.