12.10.2007
Select your Right TeamSelect your Right Team
Slide 1
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Select the Right Team
Koen Verhaert
www.verhaert.com
VERHAERTINNOVATIONDAY – OCTOBER 12th, 2007
www.mastersininnovation.com
Commercially confidence – This presentation contains ideas and information which are proprietary of VERHAERT, Masters in Innovation*, it is given in confidence. You are authorized to open and view the electronic copy of this document and to print a single copy. Otherwise, the material may not in whole or in part be copied, stored electronically or communicated to third parties without prior agreement of VERHAERT, Masters in Innovation*.
* VERHAERT, Masters in Innovation is a registered trade name of Verhaert Consultancies N.V.
12.10.2007
Select your Right TeamSelect your Right Team
Slide 2
© MASTERS IN INNOVATION ®
CONFIDENTIAL
294.000.000 google hits on team building (05-10-2007 )
12.10.2007
Select your Right TeamSelect your Right Team
Slide 3
© MASTERS IN INNOVATION ®
CONFIDENTIAL
What’s a team?
12.10.2007
Select your Right TeamSelect your Right Team
Slide 4
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Team building
To put it into a negative way:A team can only exist when there are people NOT belonging to the team!!
12.10.2007
Select your Right TeamSelect your Right Team
Slide 5
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Difference between a group and a team
• A group consists of any number of people who interact with one another, are psychologically aware of one another, and think of themselves as a group.
• A team is a group whose members influence one another toward the accomplishment of (an) organizational objective (s).
Is it a group or a team?
12.10.2007
Select your Right TeamSelect your Right Team
Slide 6
© MASTERS IN INNOVATION ®
CONFIDENTIAL
A team exists in a group of individuals
Each team member must …
• Understand the team objectives and vision.
• Understand how individual goals connect with the team goals.
• Understand his/her individual strengths.
• Understand his/her individual weaknesses.
• Understand individual roles and opportunities based on their strengths and weaknesses.
12.10.2007
Select your Right TeamSelect your Right Team
Slide 7
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Competence to be assessed...Interactive behaviourAssertiveness
Empathy
Listening
Oral communication / presentation
Convincing power
Teamwork
Written communication
Social fluency
Intra personal behaviourSelf-deployment
Self insight
Stress resistance
Motivation to achieve
Demeanour
Learning capability
Integrity
Energy
Managerial skillsPlanning and organising
Progress
LeadershipLeadership
Delegation
Coaching
Problem solving behaviourCustomer orientation
Organisational sensitivity
Market orientation
Initiative
Tenacity
Creativity
Decision making
Data Processing behaviourCorporate identification
Willingness to change
Accuracy
Judgement
Problem analysis
Vision
Flexibillity
Bron: Vrij naar Quintessence
12.10.2007
Select your Right TeamSelect your Right Team
Slide 8
© MASTERS IN INNOVATION ®
CONFIDENTIAL
What about innovation teams / the need for multi-disciplinarity
12.10.2007
Select your Right TeamSelect your Right Team
Slide 9
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Criteria for added value 'rule of the thumb'
Techology
Marketing
Human aspects
Legal & policy
Applied Physics
Electronic eng
SW eng
Mech Engineering
Investing
Consumption
Implementabilty
Ergonomy
Design (emotion)
Patents
CE , etc..
Export regulations
Legislation
• Feasibility
• Utility
• Desirability
• Usability
• Allowability
Product innovation is about the search for added value
Creating the need for multi-disciplinary resources
12.10.2007
Select your Right TeamSelect your Right Team
Slide 10
© MASTERS IN INNOVATION ®
CONFIDENTIAL
effo
rt
disciplines consecutively addressed
expected effect
system specificationssystem design
detailed designtooling
purchase
In a consecutive approach the effect of your action is poor.• either remain unexploited as a potential for the product (leaving them for the competition), • either lead to basic rework
Need for a concurrent approach
Creating the need to work concurrently
12.10.2007
Select your Right TeamSelect your Right Team
Slide 11
© MASTERS IN INNOVATION ®
CONFIDENTIAL
num
ber
of u
ncer
tain
ties cost of design change
uncontrolledlearning
progress in the development
envisaged learning curve
Actions :• detect risk elements and
convert them in an early stage in non-risk
• set-up verification tools in early development stage
Need for a concurrent approach
Creating the need to work together from day-one
12.10.2007
Select your Right TeamSelect your Right Team
Slide 12
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Go/No-go Go/No-go Go/No-go
Cre
atio
n
Ver
ifica
tion
Analysis techniques
Creativity techniquesNeed for verification vs creation mode
Creating the need to have analytic and creative peo ple throughout the process
12.10.2007
Select your Right TeamSelect your Right Team
Slide 13
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Another way to put it…
12.10.2007
Select your Right TeamSelect your Right Team
Slide 14
© MASTERS IN INNOVATION ®
CONFIDENTIAL
How do teams look at it….
Source: Ten3 global Internet Polls
Culture related
12.10.2007
Select your Right TeamSelect your Right Team
Slide 15
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Culture:Shared values Mutual trustInspiring vision
12.10.2007
Select your Right TeamSelect your Right Team
Slide 16
© MASTERS IN INNOVATION ®
CONFIDENTIAL
The impact of culture on your team
The autocratic & bureaucratic organisation• Driven / steered by rules and directives
The adhocratic organisation • Driven / steered by values
Project teams are generally adhocratic
12.10.2007
Select your Right TeamSelect your Right Team
Slide 17
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Shared values
• Decisions are taken based “value sets” being the unexpressed rules in the organization / team.
• The combination of these values create the finger print of the team.
• The acceptation of ideas and perspectives in a team follow the same value sets.
Quality level,…
Margin level,…
Customer vs market focus
High tech/low tech, …
12.10.2007
Select your Right TeamSelect your Right Team
Slide 18
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Creating values
Help your team developing their own values (if required)
Images tell more than thousand words:location, web-space, Corp ID, logo, name, events, newsletter, ...
12.10.2007
Select your Right TeamSelect your Right Team
Slide 19
© MASTERS IN INNOVATION ®
CONFIDENTIAL
After selection comes the organisation of your team...
12.10.2007
Select your Right TeamSelect your Right Team
Slide 20
© MASTERS IN INNOVATION ®
CONFIDENTIAL
How to manage multi-disciplinary teamsProject coordinatorOperations & resources
Account managers Client management & Business development
Project manager (PM)All aspects of the execution of the project, has full authority in his team.
Product Assurance Manager (PA)Quality of the end-product and reduction of development time and containing risk.
TeamDedicated configuration covering needed disciplines
CEO
Account
Mgr
CFOContracts &
Controller
PA mgr
PM
TEAM
Proj rev
Client
Team members
coach
=tasks that can be cumulated
Independent project teams are tailored to project needs
Standard project team@verhaert
Proj. coordinator
12.10.2007
Select your Right TeamSelect your Right Team
Slide 21
© MASTERS IN INNOVATION ®
CONFIDENTIAL
12.10.2007
Select your Right TeamSelect your Right Team
Slide 22
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Organizing cross-functional teams
• Matrix
• Automous team
• Virtual team
12.10.2007
Select your Right TeamSelect your Right Team
Slide 23
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Constraints comming from the innovation dynamics
12.10.2007
Select your Right TeamSelect your Right Team
Slide 24
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Need for integrated team?
• Complex projects can best be handled in integrated teams
• What is complexity; interdependency between the disciplines
• Project organigram can change during the project
Dis
cipl
ine
Inte
rdep
enan
cy
Application specific know-how
Dedicated & autonomous team
Virtual teamunder responsibility of PM
Line organisation
Low
High
Low High
Matrixorganisation, ad hoc tailored to project teams
12.10.2007
Select your Right TeamSelect your Right Team
Slide 25
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Innovation level and your team
Dis
cipl
ine
Inte
rdep
enda
ncy
Application specific know-how
Dedicated & autonomous team
Virtual team under responsibility of PM
Line organisationLow
High
Low High
Matrix organisation, ad hoc tailored to project teams
Dis
cipl
ine
Inte
rdep
ende
ncy
Application specific know-how
12.10.2007
Select your Right TeamSelect your Right Team
Slide 26
© MASTERS IN INNOVATION ®
CONFIDENTIAL
The impact of your product architecture on your team
• Integrated design results in high interdependency
• As a consequence line organisations and virtual teams are less effective to integrate integrated concepts.
Product performance
Time
Interdependant architectures,
integrated teams
Modular architectures, non-integrated teams
Performance that customers can utilise & absorbPerformance gap
Performance surplus
Source:Cristensen
Application specific know-how
Dedicated & autonomous team
Virtual team under responsibility of PM
Line organisationLow
High
Low High
Matrix organisation, ad hoc tailored to project teams
Dis
cipl
ine
Inte
rdep
enda
ncy
Application specific know-how
12.10.2007
Select your Right TeamSelect your Right Team
Slide 27
© MASTERS IN INNOVATION ®
CONFIDENTIAL
The impact of your oganisation on your team
• As we have seen project teams are very much steered by values. We all prioritise based on our own organization values.
• Teams often have to be isolated when they are based on different values than the core organisation’s values.
Good fit
Poor fit
Good fit (sustaining)
Matrix org
Fit
with
exi
stin
g pr
oces
ses
Fit with values
Autonomous org
Poor fit (disruptive)
Existing org
Virtual team
12.10.2007
Select your Right TeamSelect your Right Team
Slide 28
© MASTERS IN INNOVATION ®
CONFIDENTIAL
1) Be aware that a team exists of individuals
2) Set the objective FIRST and then built the needed competences / disciplines
3) Make sure all project functions are covered
4) Organize the team i.f.o.:
• Innovation level
• Product architecture
• Team values vs het organization values
4) Help the team to look for an identity (location, webspace, Corp ID, ….)
Conclusion
12.10.2007
Select your Right TeamSelect your Right Team
Slide 29
© MASTERS IN INNOVATION ®
CONFIDENTIAL
The Practice of new-products and new-businessP. Verhaert & J. BraetACCO,ISBN 978-90-334-6272-6
Want to read more?
12.10.2007
Select your Right TeamSelect your Right Team
Slide 30
© MASTERS IN INNOVATION ®
CONFIDENTIAL
Verhaert New Products & Services nvHogenakkerhoekstraat 219150 Kruibeke
Belgium
Tel +32 (0)3 250 19 00
Fax +32 (0)3 254 10 08
www.mastersininnovation.com
Top Related