Strategic cross-functional alignment in B2B technology companies
Gutierrez Vite, Laura (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025111728330
https://urn.fi/URN:NBN:fi:amk-2025111728330
Tiivistelmä
Orchestrating cross-functional alignment is essential for business success. Commercial and engineering departments at business-to-business (B2B) technology organizations commonly operate as independent entities, rather than performing in close collaboration towards a unified goal. Leading staff from diverse areas of expertise and interests present significant challenges. Moreover, the COVID-19 pandemic intensified interdepartmental barriers in increased remote and hybrid settings.
To address this issue, the aim of this thesis was to provide a comprehensive examination of cross-functional alignment across the entire customer journey in B2B technology companies. Alignment among commercial departments (marketing, sales and customer success) and engineering/technical units (product, R&D, innovation and support) was explored across three stages of the customer journey: pre, purchase and post-purchase.
The literature review covered key customer centricity and customer experience concepts. As a foundation, the review synthesized existing studies addressing interdepartmental interactions to support the discussion of findings.
A qualitative research approach was used by interviewing 16 elite informants with relevant professional experience in the selected departments. Research sampling was a combination of convenience sampling and purposive sampling. A thorough thematic analysis was conducted, identifying core-themes and sub-themes, thus extracting barriers blocking and best practices enhacing cross-functional alignment. Through the lens of human centricity (customer/employee), elite informant’s perspectives were compared by department and customer journey stage.
Findings reveal a widespread existance of barriers in multiple areas, particularly silos and competition. To eliminate barriers, B2B technology companies are advised to adopt a strategic aproach, prioritizing competent and transparent leadership, shared performance management and developing a human (employee/customer) orientation. Participatory leadership and strategic design thinking are suggested.
Cross-functional alignment should begin by focusing first on customer experience and then improving operations in reverse. This customer-centric view encourages joint participation in strategic alignment. The thesis concludes that cross-functional alignment in technology organizations demands careful consideration in shaping supportive company culture and leadership, while cultivating staff’s competences such as interpersonal skills, product/business acumen and human (employee/customer) centricity at all functions and across entire customer journeys.
To address this issue, the aim of this thesis was to provide a comprehensive examination of cross-functional alignment across the entire customer journey in B2B technology companies. Alignment among commercial departments (marketing, sales and customer success) and engineering/technical units (product, R&D, innovation and support) was explored across three stages of the customer journey: pre, purchase and post-purchase.
The literature review covered key customer centricity and customer experience concepts. As a foundation, the review synthesized existing studies addressing interdepartmental interactions to support the discussion of findings.
A qualitative research approach was used by interviewing 16 elite informants with relevant professional experience in the selected departments. Research sampling was a combination of convenience sampling and purposive sampling. A thorough thematic analysis was conducted, identifying core-themes and sub-themes, thus extracting barriers blocking and best practices enhacing cross-functional alignment. Through the lens of human centricity (customer/employee), elite informant’s perspectives were compared by department and customer journey stage.
Findings reveal a widespread existance of barriers in multiple areas, particularly silos and competition. To eliminate barriers, B2B technology companies are advised to adopt a strategic aproach, prioritizing competent and transparent leadership, shared performance management and developing a human (employee/customer) orientation. Participatory leadership and strategic design thinking are suggested.
Cross-functional alignment should begin by focusing first on customer experience and then improving operations in reverse. This customer-centric view encourages joint participation in strategic alignment. The thesis concludes that cross-functional alignment in technology organizations demands careful consideration in shaping supportive company culture and leadership, while cultivating staff’s competences such as interpersonal skills, product/business acumen and human (employee/customer) centricity at all functions and across entire customer journeys.