What aspects do you think contribute to breakdowns in communication throughout FGGO?”
process
comm's can come verbally from TL (AC) emails following up are helpful (AC and JR)
when OO, not always communicated verbally. find out through doing AC and JR
you could be giving out wrong info without knowing, finding out from colleagues word of mouth JR
technology
people
location
when working across offices, looking at color energies JF
quick process JF
location can make an difference in getting answers faster JF
lync if it works, you can facetime.. in person is better SM
you can run things by each other faster when in the same location SM
do no always know who to ask LC
change within the department and do not always know of the change LC
other teams/ silos
we do not always know how it is going to impact other teams so we do not reach out SM
changes may not always be formal.. so not communicated consistently SM
global discounting, PO override policy not directly communicated to legal and has a direct impact on the team (TC's), they need to add to the process SM
not aware of the impact on other teams
not a pref for comms JR
change happens faster than our processing speed JR
these are changes that often are communicated word of mouth AC
more formal processes would help JR
process maps help JR
doesnt want to hear about possible changes, only the ones that are happening in a detailed way LC, JR
Business Services not always aware of change as it does not reach the team formally, some of it does impact the team AC
location has an impact, when you go other locations changes arent always communicated across the location LC
management,, making formal annoucements and engaging others could help LC
changes that are positive
global clients face to face and comms sent out after JR
some people can process faster than others due to preferences, it took weeks/months to solidfy the change with the csc's
not aware of the details of roles which can impact process and other teams JF and SM
who are the stakeholders?