This is especially difficult in an organization that is not only a matrix, but at least comprises four different businesses in the same organization. In this environment, managing a cross-sectional area like the one I manage, which has dependencies with many vertical areas, raised significant issues. On the one hand, the product teams often forgot to incorporate the commercial input and, on the other hand, the commercial teams had dependencies on other teams in the company and it was difficult for them to get considered within the tasks to be developed by the other teams. Working in the PEAK framework, planning quarterly based on the fulfilment of some objectives and KRs involving previous work on communication between teams to definitely reach handshakes. It is also indispensible since the the multidisciplinary teams have to incorporate sales people if the fulfilment of KRs requires it. Applying this methodology allowed to solve the above mentioned problems to a considerable extent.