Primero, fomenta una cultura de colaboración y comunicación abierta. Organiza reuniones regulares donde ambos equipos puedan compartir sus perspectivas, éxitos y desafíos. Crear un espacio donde se valoren todas las aportaciones ayudará a generar un sentido de unidad y propósito común. Luego, establece objetivos claros y compartidos. Asegúrate de que ambos equipos entiendan cómo sus roles se interrelacionan y contribuyen al éxito del proyecto. Reconoce y celebra los logros conjuntos para fortalecer el trabajo en equipo y mantener a todos motivados hacia el mismo objetivo.

In the 4-point matrix, you have 2 variables and 2 static. In statistics and chemistry, the basic foundation is formed with 4 feeds, all you need to do is to integrate 2 variables. Start with this... (1) When you have a challenge, identify variables which is 2. (2) Hold the process and circle back to organizations/customer's expectations. (3) Arrange a work shop taking all team members, (4) Form a new Goals, display into the board OR slide. (5) Receive anonymous feedbacks, send to CFT members and ask them to comment "whether opponents idea will solve the organization's problem OR customer service? If yes, close the feedback. If no, then Comment why. (6) This will organically form and alignment within team. More to go...

You've hit on key points! Aligning teams isn't easy, is it? It’s like conducting an orchestra—each section plays its part, but it’s one song, right? Industry best practice says open dialog, like using TOGAF's stakeholder analysis, is crucial for getting those unique goals heard, you know? And it isn't just talking; you need common, unified objectives, using, for example, BizBOK to help with this. If folks collaborate, they'll find those beautiful overlaps. Don’t overthink it, though, just start the conversation.

it is clear that in an organization we have different cross-functional team with different targets and goals. first of all we should define the company's goal and target and explain the components of functions that how each one responsible for actualizing these goals. secondly, you should define assignments of everyone based on their specialty, experience and knowledge then it is necessary to persuade all stakeholders to contribute to the assignments which fulfil targets and goals of the function and as a whole organization. this would definitely help to align everyone's expectations.

"Stop aiming for 'alignment'—start creating a framework for constructive conflict." Conflict isn't the enemy; it's the birthplace of innovation when managed well. Jeff Bezos famously said, "Disagree and commit." Instead of forcing harmony, encourage teams to argue productively by fostering a culture of open debate and prioritizing evidence over hierarchy. Great teams thrive when their diverse perspectives are used to refine the vision, not dilute it. Collaboration isn't about uniformity; it's about co-creating something none of you could do alone.