I recently came across a new term for me – cross-cutting. Digging deeper, it reflects much of what Partnering for Purpose CIC is set up to address – making socially trading organisations, charities and purpose-led SMEs work smarter not harder.
Making Sense of Cross-Cutting
In the world of social value, it can often feel like we’re juggling too many competing priorities – delivering impactful services, securing funding, building partnerships, and keeping overheads down.
Enter cross-cutting – a concept that might sound complex, but could hold the key to greater efficiency, cost-savings, and collaboration for Socially Trading Organisations and Purpose-Led SMEs
What is Cross-Cutting? (In Plain English)
In simple terms, cross-cutting refers to themes, functions, or activities that affect – or benefit – multiple areas of your work at once, rather than being locked into just one project, department, or outcome.
Another way to think of it: it’s about joining the dots. It’s where one action, policy or system can have multiple positive effects across your organisation or even across different organisations. It’s a bit like a Swiss Army knife – one tool with lots of uses.
Alternative terms that may be more familiar or easier to digest:
- Shared services
- Common functions
- Cross-organisational priorities
- Integrated approaches
Why It Matters to Socially Trading Organisations, Charities, and Purpose-Led SMEs
Socially focused organisations often work in silos – even within their own teams. Finance, HR, marketing, and delivery all have their own goals and systems. Meanwhile, limited budgets and capacity mean duplication of effort is rife.
By applying cross-cutting thinking, organisations can:
- Cut costs through shared back-office functions (e.g. IT, procurement, comms)
- Strengthen impact by aligning projects to wider themes like equality, sustainability, or inclusion
- Avoid duplication across programmes and services
- Increase funding opportunities through aligned goals and reporting
- Collaborate more effectively with like-minded partners or stakeholders
What Cross-Cutting Can Cover in the Social Value Sector
From Lord Maude’s review of UK government spend controls to global NGO funding guidance, the value of cross-cutting is clear. Here are some practical areas where it can apply in our sector:
| Function/Theme | Example |
|---|---|
| Digital Transformation | Shared CRM systems, collaborative data collection, AI tools for admin |
| Procurement | Pooled buying power, shared supplier frameworks |
| HR & Staffing | Shared training programmes, staff-sharing across partners |
| Equality & Inclusion | Embedding EDI standards across all service delivery |
| Environmental Impact | Coordinated sustainability efforts (e.g. carbon audits, green policies) |
| Governance & Compliance | Joint policy development, shared audit tools |
| Communications | Joint campaigns, shared content banks or PR resources |
How Cross-Cutting Encourages Better Partnerships
Cross-cutting approaches naturally incentivise collaboration. When organisations work on shared challenges – be it digital access, energy efficiency or youth unemployment – they are more likely to:
- Identify common ground
- Co-design solutions
- Pool resources and risk
- Bid for funding jointly
- Develop long-term, strategic relationships
This kind of thinking moves us away from competitive models toward mutually beneficial ecosystems – something socially trading organisations can lead on.
SWOT Analysis: Cross-Cutting in the Social Value Sector
| Strengths | Weaknesses |
|---|---|
| Shared resources = lower costs | Can feel complex to implement at first |
| Greater coherence across teams | Risk of losing focus if themes too broad |
| Encourages partnership working | May require culture change internally |
| Better alignment with funders | Difficult to measure direct impact |
| Opportunities | Threats |
|---|---|
| Access to new funding & collaboration | Resistance from siloed departments |
| Innovation through shared learning | Poorly defined goals can dilute impact |
| Improved service user experience | Over-centralisation can reduce agility |
Quick Checklist: Thinking Cross-Cutting in Your Organisation
Use this simple list to explore where cross-cutting might help your organisation or your partnerships:
- ✅ Are we duplicating functions internally (e.g. HR, IT, comms)?
- ✅ Could we share services or systems with partner organisations?
- ✅ Do our projects align with broader themes (e.g. climate, equity)?
- ✅ Are there funders or policies encouraging integrated approaches?
- ✅ Can we co-develop strategies across departments or partners?
- ✅ Do we track how one function impacts multiple outcomes?
- ✅ Have we reviewed where we could cut costs through shared tools or suppliers?
- ✅ Do our governance or reporting systems support cross-functional thinking?
Final Thoughts
Cross-cutting isn’t just a buzzword – it’s a mindset shift that helps socially trading organisations, charities, and purpose-led SMEs work smarter, more strategically, and in better partnership with others.
If your organisation is looking to deepen its impact while lightening its load, now is the perfect time to explore cross-cutting functions – not just for internal efficiency, but for building stronger, more resilient ecosystems of social change.