how to select your dreamteam by verhaert

12.10.2007

Select your Right TeamSelect your Right Team

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© MASTERS IN INNOVATION ®

CONFIDENTIAL

Select the Right Team

Koen Verhaert

[email protected]

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.

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294.000.000 google hits on team building (05-10-2007 )

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What’s a team?

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Team building

To put it into a negative way:A team can only exist when there are people NOT belonging to the team!!

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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?

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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.

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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

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What about innovation teams / the need for multi-disciplinarity

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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

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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

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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

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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

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Another way to put it…

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How do teams look at it….

Source: Ten3 global Internet Polls

Culture related

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Culture:Shared values Mutual trustInspiring vision

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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

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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, …

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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, ...

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After selection comes the organisation of your team...

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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

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Organizing cross-functional teams

• Matrix

• Automous team

• Virtual team

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Constraints comming from the innovation dynamics

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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

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Innovation level and your team

Dis

cipl

ine

Inte

rdep

enda

ncy



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


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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



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


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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

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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

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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


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CONFIDENTIAL

Verhaert New Products & Services nvHogenakkerhoekstraat 219150 Kruibeke

Belgium

Tel +32 (0)3 250 19 00

Fax +32 (0)3 254 10 08

[email protected]

www.mastersininnovation.com

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