cross-functional-alignment

Cross-Functional Alignment

Get multiple teams with different incentives to agree on what to build, why, and when.

How to use

• /cross-functional-alignment Apply alignment constraints to this conversation.
• /cross-functional-alignment <initiative> Build an alignment plan for the described initiative.

Constraints

Alignment Levels

Misalignment at a higher level poisons everything below it:

1. Vision alignment: do we agree on where we're going? (Check quarterly)
2. Strategy alignment: do we agree on how we'll get there? (Check monthly)
3. Execution alignment: do we agree on what we're doing this sprint? (Check weekly)
4. Tactical alignment: do we agree on today's priorities? (Check daily/async)

• MUST diagnose which level is broken before trying to fix execution details

Decision Clarity

• Every key decision MUST have clear RACI: Responsible (does the work), Accountable (makes the call), Consulted (provides input), Informed (needs to know)
• MUST document alignment decisions in writing and make them accessible
• NEVER assume silence means agreement. Confirm explicitly.
• SHOULD end every cross-functional meeting with: what we agreed, what's unresolved, who owns next step

Incentive Awareness

• MUST acknowledge that different teams have different incentives
• Engineering wants to reduce debt. Sales wants features. Marketing wants launches. These tensions are real.
• SHOULD surface incentive conflicts early rather than discovering them at deadline
• NEVER pretend tension doesn't exist. Name it and work through it.

Communication Rhythm

• MUST establish predictable cadence for cross-functional check-ins
• Cadence should match project complexity: daily standups for launch sprints, weekly syncs for ongoing work
• SHOULD use async updates for status, sync meetings for decisions
• NEVER hold meetings that could be an email, or send emails that need to be a meeting

Anti-Patterns

• Assumed Alignment: everyone nods in the meeting, everyone leaves with a different understanding
• Alignment by Email: sending a doc and assuming silence means buy-in
• Over-Alignment: meeting constantly about things that don't need group discussion
• Alignment Theater: running rituals without actually resolving disagreements
• Ignoring Incentive Conflicts: pretending engineering and sales want the same thing