jarvis_virtual team new idea factory

8/7/2019 Jarvis_Virtual Team New Idea Factory

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A Model for the Virtual

Team New Idea Factory:Leveraging a Path TowardGoal Achievement

Dana E. Jarvis, MPA, MSW

Visiting Instructor, Duquesne UniversityAuthor, 7 Essentials for Managing Virtual Teams


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IntroductionEmployee Engagement

Innovation SnapshotVirtual Team New Idea FactoryVirtual Team Goal Achievement

Conclusion

Table of Contents


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Introduction


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http://www.gapingvoid.com/ms2128.jpg


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True Value of Ideas

If a virtual teams new ideas can be nurtured and

Brought to Life

then it will be one step closer toward

Goal Achievement.


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Maximize performance results?Achieve mission-focused outcomes?Enhance employee engagement?Increase positive client interactions?

Improve overall competitive advantage?Retain and leverage top talent?Accelerate knowledge, skills and tools?Advance projects in a successful manner?

Capture ideas for business application?

Do you want your Virtual Team to

then read on


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Employee

Engagement


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FACT

In the Average Organization,

74% of All Employees are

Either Unengaged or ActivelyDisengaged! Operating at

Only Two-Thirds Capacity,

this Results in a LOSS of

About One-Third of the

Organizations Payroll!

Source: The Gallup Organization


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The Conference Board published Employee Engagement,

A Review of Current Research and Its Implications in

2006 which reviewed research conducted by 12 major

research companies on employee engagement. Lookingacross these studies resulted in employee engagement

being defined as:

A heightened emotional connection that an employee

feels for his or her organization, that influences him or her

to exert greater discretionary effort to his or her work.

What is Employee Engagement?

Source: http://www.thepracticeofleadership.net/2007/03/11/defining-employee-engagement/
http://www.thepracticeofleadership.net/2007/03/11/defining-employee-engagement/http://www.thepracticeofleadership.net/2007/03/11/defining-employee-engagement/


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The Gallup Organization created the Q12.

These are 12 questions about Employee

Engagement. One of the Q12 questionsfocuses on opinions, which is the source of

many employee ideas:

At work, my opinions seem to count?

Key Employee Engagement Question

Source: http://www.workforce.com/section/09/article/23/53/40.html
http://www.workforce.com/section/09/article/23/53/40.htmlhttp://www.workforce.com/section/09/article/23/53/40.html


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InnovationSnapshot


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The world's most innovative

companies make their own luck.They plunge ahead on new ideas even though

they know most will fail. "You have to go down

blind alleys," says Jeffrey P. Bezos, founderand chief executive of pioneer online retailer

Amazon.com Inc. "But every once in a

whileyou go down an alley and it opens upinto this huge, broad avenue. That makes all

the blind alleys worthwhile."

Source: http://www.businessweek.com/magazine/content/04_41/b3903462.htm
http://www.businessweek.com/magazine/content/04_41/b3903462.htmhttp://www.businessweek.com/magazine/content/04_41/b3903462.htm


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2011

Source: http://www.fastcompany.com/most-innovative-companies/2011/
http://www.fastcompany.com/most-innovative-companies/2011/http://www.fastcompany.com/most-innovative-companies/2011/


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What does a culture of

innovation look like?
http://www.xinminss.moe.edu.sg:1285/xonews/SEA2005/P6170804.JPG


15/38Source: http://www.graphicproducts.com/tutorials/kaizen/index.php

Kaizen Change for the Better

Sample Companies

that have Benefited

from Kaizen:
http://www.graphicproducts.com/tutorials/kaizen/index.phphttp://www.graphicproducts.com/tutorials/kaizen/index.php


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Virtual TeamNew IdeaFactory


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Increased virtual distance leadsto significant decreases in major

performance indicators, includinginnovation, for the Virtual Team.

A.TrueB.False

Test Your Knowledge of Virtual Teams


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Answer: True

Increased virtual distance

leads to significant decreasesin major performance

indicators for the VirtualTeam.

Solution:

Test Your Knowledge of Virtual Teams


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Virtual Distance

1. Physical Distance geographic,

temporal and organizational.

2. Operational Distance size of team,

how often team meets face-to-face,

degree of multitasking with other teamsand degree of skills of members to

engage technology.

3. Affinity Distance (most important)

degree to which team members share

cultural values, similarities in

communication style and attitudestoward work, how much team members

feel dependent on each other for

success, amount of time of previous

work together, shared social networks

and degree and source of power.

Lojeskis Measure-Focused Research

HIGH VIRTUAL DISTANCE =

DRASTIC PERFORMANCEDRASTIC PERFORMANCE

DECLINE FOR VTsDECLINE FOR VTs

93% Innovative Behavior

83% Trust

80% Job Satisfaction

50% Team Performance

30% Team Leader EffectivenessSource: http://sloanreview.mit.edu/files/saleable-pdfs/50412.pdf

Increase in Virtual Distance =Decrease in Virtual Team Performance
http://sloanreview.mit.edu/files/saleable-pdfs/50412.pdfhttp://sloanreview.mit.edu/files/saleable-pdfs/50412.pdf


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Increases Employee Engagement

Raises Bar of Excellence Across the TeamEnsures Growth in Goal AchievementBuilds Collective Brain TrustEnhances Internal InfrastructureStrengthens External Market PositionEstablishes a Learning and Doing Culture

Benefits of Having aVirtual Team New Idea Factory


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Where do New Ideas come from?


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1. Assess the Culture2. Conduct a Gap Analysis

3. Establish New Idea Criteria4. Gain Senior Leadership Buy-In5. New Idea Factory Value Statements6. Establish Factory Protocols7. New Idea Incubation

8. Implement the New Idea Factory9. Continuous Improvement Analysis

Steps Toward Building a Virtual Team

New Idea Factory


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Currently, how do we gain virtual team member ideas?What do we do with team member ideas? Is there reward/recognition for new ideas?

Do we have any success stories?What barriers inhibit new ideas on our virtual team?How do we value innovation and creativity?What is our level of risk tolerance?Who might be a champion on the New Idea Factory?

How will we get senior leaders on board?

Assess the Culture


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Conduct a Gap Analysis


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Establish New Idea Criteria - Examples

Operational Efficiency

Project Effectiveness

Product Enhancement

Reduced Cost


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New IdeasVirtual Team Goal AchievementBenefits of Virtual Team New Idea FactoryResults of Virtual Team New Idea Factory

Cultural ImplicationsPilot ProgramsChampion NetworksLeadership CirclesStrategic Imperative

Gain Senior Leadership Buy-In


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We believe in New Ideas on our Virtual Team because

-

--

-

-

- these become momentum builders.

Establish Virtual Team New Idea FactoryValues Statements


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New Idea Incubation

New

Idea

Yes

No

M

ay

be

To

Field

New IdeaIncubation


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Implement New Idea Factory

The Marketplace The Virtual Team

New Idea

Performance?

New Idea

Performance?

Goal Achievement


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New Idea Factory Principles

Core Principles of New Ideas Virtual Team ImplicationsNew Ideas can be generated anywhere,anytime, anyplace by anybody.

There must be a systematic responseto generate, evaluate and implementNew Ideas.

New Ideas should be focused onimproving something: people,operations, product or service.

The people on the front lines areexperts at understanding whatspecifically needs improved.

A culture for risk tolerance must be inplace for New Ideas to blossom.

For every 100 ideas that fail, there isone Breakthrough New Idea.

New Ideas should be a part of a largercontinuous improvement project.

Virtual teams must focus onimproving, changing and adapting orthey will surely become irrelevant.

New Ideas need Champions to bringthem to life.

An idea is only an idea unless there ishuman and organizational action.


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Virtual Team

Goal

Achievement


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Virtual Team (VT) Goal Achievement

Generate New Ideas

Evaluate New Ideas

VT Goal Achievement

Implement New Ideas

Adapt Accordingly


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LOW

# Ideas

HIGH

# Ideas

HIGH

Performance

LOW

Performance

VT Goal

Achievement

Virtual Team Goal Achievement

Higher Return on Net AssetsEnhanced Product Diversification

Increased Revenue

Strengthened Product Application

Enhanced Service Quality

Decreased Operational Cost


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Virtual Team New Idea Factory Virtual Team Culture

Focused & Aligned

Its All About Alignment

Virtual Team

Goal Achievement


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With so many virtual teams failing to deliver

stellar results, it is time to accelerate the

talents of team members. No longer canteam members be passive voyagers on the

virtual journey. Todays virtual teams must

collectively share, evaluate,

implement and adapt new ideas for the

good of the group. Through their creative spiritand focused innovation, ideas will translate into

action. The end result will be an enhanced

position towardsgoal achievement

.


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Dana E. Jarvis is a Former U.S. Marine who has a track record of

success as a Manager of Project Services, Management Consultant,Human Resources Director and Visiting Instructor. In writing the 7

Essentials for Managing Virtual Teams, he built on his experience on

virtual teams as well as his leadership in developing and deploying

Corporate Universities, leadership programs, performance

managements systems and employee engagement endeavors. As anorganizational effectiveness leader, Dana has presented at international

conferences and trained senior professionals in the U.S. Military,

Fortune 500 companies and large nonprofit organizations.

Meet Dana E. Jarvis, MPA, MSW

Dana E. Jarvis, MPA, MSW [email protected]/virtualteams

412.855.5369

jarvis_virtual team new idea factory

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