Cross-functional squad model
Function-led model
Cross-functional squads are organized around key strategic pillars (e.g., end-to-end experience, professionalize distribution), with dedicated squad/tribe leaders assigned to each pillar
Functionally-oriented teams with specialized roles and indirect reporting lines (e.g., Head of Marketing, Head of CX/Tech) collaborating as needed to address strategic pillars
Support Functions
Support Functions
- Legal & Compliance
- HR, Risk, Finance
- Legal & Compliance
- HR, Risk, Finance
Head of CORO
Head of CORO
Participant Sales
End to end experience
Integrated product shelf
Professionalized distribution
Sponsor approach
Sponsor Sales
Tech/ CDAO
CX
Marketing
Product
Strategy
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Product
CX/Tech
Sales
Sponsor sales
Strategy
Strategy
Marketing
IC relations
Marketing
Marketing
CDAO
CDAO
Product
Ability to "lift and shift" existing teams seamlessly, leveraging their established working relationships and dynamics
Simplified reporting structures reduce complexity of management and ensures retention of functional expertise
Function-oriented structure moves teams further away from client-centric mindset and operating model
Less cross-functional collaboration slows down initiatives and creates organizational silos
Alignment of teams to strategic pillars and OKRs allows for clear accountability and simplifies incentive setup and performance mgmt.
Cross-functional collaboration will ensure agile op model and improve speed to market while preventing functions from operating in silos
Distribution of functions across multiple teams creates greater complexity in managing resources (e.g., potential dotted line reporting)
Potential challenges finding necessary talent with ability to effectively manage cross-functional teams
Cross-functional squad model
BCGU
Created on March 28, 2025
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Transcript
Cross-functional squad model
Function-led model
Cross-functional squads are organized around key strategic pillars (e.g., end-to-end experience, professionalize distribution), with dedicated squad/tribe leaders assigned to each pillar
Functionally-oriented teams with specialized roles and indirect reporting lines (e.g., Head of Marketing, Head of CX/Tech) collaborating as needed to address strategic pillars
Support Functions
Support Functions
Head of CORO
Head of CORO
Participant Sales
End to end experience
Integrated product shelf
Professionalized distribution
Sponsor approach
Sponsor Sales
Tech/ CDAO
CX
Marketing
Product
Strategy
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Roles TBD
Product
CX/Tech
Sales
Sponsor sales
Strategy
Strategy
Marketing
IC relations
Marketing
Marketing
CDAO
CDAO
Product
Ability to "lift and shift" existing teams seamlessly, leveraging their established working relationships and dynamics
Simplified reporting structures reduce complexity of management and ensures retention of functional expertise
Function-oriented structure moves teams further away from client-centric mindset and operating model
Less cross-functional collaboration slows down initiatives and creates organizational silos
Alignment of teams to strategic pillars and OKRs allows for clear accountability and simplifies incentive setup and performance mgmt.
Cross-functional collaboration will ensure agile op model and improve speed to market while preventing functions from operating in silos
Distribution of functions across multiple teams creates greater complexity in managing resources (e.g., potential dotted line reporting)
Potential challenges finding necessary talent with ability to effectively manage cross-functional teams