Eric Siu explains how his organization manages multiple product offers through separate teams per offer, embedded people across divisions to drive cross-selling, and aligned incentives that reward the whole company instead of individual units.
How are we managing different offers right now? That is the prompt. We have different teams for different offers, and then we have people placed within each of those teams that work cross-organizationally. I'm probably using the wrong term, but where they work in all divisions and their goal is to integrate and make sure people are cross-selling and doing what's best for the company and not just doing what's best for a division. We also have incentives aligned for the different divisions to focus on what's best for the organization, not what's best for their own individual unit.
