"With functions, the how-to-win question is more challenging. It’s not always easy to figure out the relative value to a firm of any given function. Although Verizon can probably do a good job of estimating the value provided by its network function versus T-Mobile’s network function, it would most likely have a harder time differentiating between the relative values of the two firms’ HR or finance functions. What’s more, one company’s functions aren’t really competing directly with other companies’ functions in the same industry. That’s because the competing firms may have very different strategies, requiring different capabilities. HR might be hugely valuable for one company, whereas finance is hugely valuable for another. The HR function at the HR-driven company would not want to benchmark HR at the finance-driven company. Functions should compare themselves with functions in other companies only if the companies’ strategies are similar. Likewise, it would make no sense for HR and finance to benchmark each other. Often, the appropriate benchmark is an outsourced provider.Trecho retirado de "The One Thing You Need to Know About Managing Functions"
The functional team should emerge from its inquiries with a number of possible strategies that answer the questions of where to play and how to win differently from the way the existing strategy does. At this point, the team has to make a choice. It cannot know for sure which of several potential strategies is the right one. But with the slate of possibilities in mind, functional leaders should ask themselves, What would have to be true for each of the strategies to be successful? They should articulate the capabilities and systems required and ask under what conditions the firm should invest in building these capabilities rather than those. With a clear idea of what the enabling conditions are, they can devise tests and experiments to help narrow their options still further."