How To Select Your Dreamteam by Verhaert

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How to build successful innovation teams? A presentation of Verhaert on its Innovation Day 07

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How To Select Your Dreamteam by Verhaert

  1. 1. © MASTERS IN INNOVATION ® Select your Right Team VERHAERTINNOVATIONDAY – OCTOBER 12th, 2007 Select the Right Team Koen Verhaert Koen.verhaert@verhaert.com www.verhaert.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. www.mastersininnovation.com CONFIDENTIAL 12.10.2007 Slide 1
  2. 2. © MASTERS IN INNOVATION ® Select your Right Team 294.000.000 google hits on team building (05-10-2007) CONFIDENTIAL 12.10.2007 Slide 2
  3. 3. © MASTERS IN INNOVATION ® Select your Right Team What’s a team? CONFIDENTIAL 12.10.2007 Slide 3
  4. 4. © MASTERS IN INNOVATION ® Select your Right Team Team building To put it into a negative way: A team can only exist when there are people NOT belonging to the team!! CONFIDENTIAL 12.10.2007 Slide 4
  5. 5. © MASTERS IN INNOVATION ® Select your Right Team 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? CONFIDENTIAL 12.10.2007 Slide 5
  6. 6. © MASTERS IN INNOVATION ® Select your Right Team 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. CONFIDENTIAL 12.10.2007 Slide 6
  7. 7. © MASTERS IN INNOVATION ® Select your Right Team Competence to be assessed... Interactive behaviour Managerial skills Problem solving behaviour Assertiveness Planning and organising Customer orientation Empathy Progress Organisational sensitivity Listening Market orientation Oral communication / presentation Initiative Convincing power Tenacity Teamwork Creativity Written communication Decision making Social fluency Intra personal behaviour Leadership Data Processing behaviour Self-deployment Leadership Corporate identification Self insight Delegation Willingness to change Stress resistance Coaching Accuracy Motivation to achieve Judgement Demeanour Problem analysis Learning capability Vision Integrity Flexibillity Energy Bron: Vrij naar Quintessence CONFIDENTIAL 12.10.2007 Slide 7
  8. 8. © MASTERS IN INNOVATION ® Select your Right Team What about innovation teams / the need for multi-disciplinarity CONFIDENTIAL 12.10.2007 Slide 8
  9. 9. © MASTERS IN INNOVATION ® Select your Right Team Product innovation is about the search for added value Applied Physics Criteria for added value 'rule of the thumb' Electronic eng SW eng Mech Techology • Feasibility Engineering Investing • Utility Marketing Consumption • Desirability Implementabilty Human aspects Ergonomy • Usability Design (emotion) • Allowability Legal & policy Patents CE , etc.. Export Creating the need for multi-disciplinary resources regulations Legislation CONFIDENTIAL 12.10.2007 Slide 9
  10. 10. © MASTERS IN INNOVATION ® Select your Right Team Need for a concurrent approach disciplines consecutively addressed effort In a consecutive approach the expected effect effect of your action is poor. • either remain unexploited as a purchase tooling potential for the product (leaving detailed design system design them for the competition), system specifications • either lead to basic rework Creating the need to work concurrently CONFIDENTIAL 12.10.2007 Slide 10
  11. 11. © MASTERS IN INNOVATION ® Select your Right Team Need for a concurrent approach Actions : • detect risk elements and cost of design change convert them in an early number of uncertainties stage in non-risk uncontrolled • set-up verification tools in learning early development stage envisaged learning curve progress in the development Creating the need to work together from day-one CONFIDENTIAL 12.10.2007 Slide 11
  12. 12. © MASTERS IN INNOVATION ® Select your Right Team Need for verification vs techniques mode Creativity creation Verification Creation Go/No-go Go/No-go Go/No-go Creating the need to have analytic and creative people throughout the processAnalysis techniques CONFIDENTIAL 12.10.2007 Slide 12
  13. 13. © MASTERS IN INNOVATION ® Select your Right Team Another way to put it… CONFIDENTIAL 12.10.2007 Slide 13
  14. 14. © MASTERS IN INNOVATION ® Select your Right Team How do teams look at it…. Culture related Source: Ten3 global Internet Polls CONFIDENTIAL 12.10.2007 Slide 14
  15. 15. © MASTERS IN INNOVATION ® Select your Right Team Culture: Shared values Mutual trust Inspiring vision CONFIDENTIAL 12.10.2007 Slide 15
  16. 16. © MASTERS IN INNOVATION ® Select your Right Team 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 CONFIDENTIAL 12.10.2007 Slide 16
  17. 17. © MASTERS IN INNOVATION ® Select your Right Team 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, … CONFIDENTIAL 12.10.2007 Slide 17
  18. 18. © MASTERS IN INNOVATION ® Select your Right Team 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, ... CONFIDENTIAL 12.10.2007 Slide 18
  19. 19. © MASTERS IN INNOVATION ® Select your Right Team After selection comes the organisation of your team... CONFIDENTIAL 12.10.2007 Slide 19
  20. 20. © MASTERS IN INNOVATION ® Select your Right Team Standard project team@verhaert Independent project teams to manage How are tailored multi-disciplinary teams Project coordinator to project needs Operations & resources Account managers Client management & Business development CEO Project manager (PM) CFO Client Contracts & All aspects of the execution of the project, Proj. coordinator Controller has full authority in his team. Product Assurance Manager (PA) Account Proj rev Quality of the end-product and reduction of Mgr development time and containing risk. Team PM Dedicated configuration covering needed disciplines PA mgr TEAM Team members coach =tasks that can be cumulated CONFIDENTIAL 12.10.2007 Slide 20
  21. 21. © MASTERS IN INNOVATION ® Select your Right Team CONFIDENTIAL 12.10.2007 Slide 21
  22. 22. © MASTERS IN INNOVATION ® Select your Right Team Organizing cross-functional teams • Matrix • Automous team • Virtual team CONFIDENTIAL 12.10.2007 Slide 22
  23. 23. © MASTERS IN INNOVATION ® Select your Right Team Constraints comming from the innovation dynamics CONFIDENTIAL 12.10.2007 Slide 23
  24. 24. © MASTERS IN INNOVATION ® Select your Right Team 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 High Matrix organisation, ad Interdepenancy Dedicated & hoc tailored to autonomous project teams team Discipline Virtual team under Line responsibility of organisation PM Low Low High Application specific know-how CONFIDENTIAL 12.10.2007 Slide 24
  25. 25. © MASTERS IN INNOVATION ® Select your Right Team Innovation level and your team Interdependancy High Discipline Interdependency Matrix organisation, Dedicated & ad hoc tailored to autonomous project teams team Discipline Virtual team under Line organisation Application specific know-how responsibility of PM Low Application specific know-how High Low CONFIDENTIAL 12.10.2007 Slide 25
  26. 26. © MASTERS IN INNOVATION ® Select your Right Team The impact of your product architecture on your team • Integrated design results in high interdependency Product s team ed performance grat • As a consequence line inte - non es, ur organisations and virtual tect Performance rchi lar a teams are less effective to u Mod surplus integrate integrated Performance that customers Performance gap concepts. can utilise & absorb Interdependant architectures, integrated teams High Source:Cristensen Interdependancy Time Matrix organisation, Dedicated & ad hoc tailored to autonomous project teams team Discipline Virtual team under Line organisation Application specific know-how responsibility of PM Low High Low Application specific know-how CONFIDENTIAL 12.10.2007 Slide 26
  27. 27. © MASTERS IN INNOVATION ® Select your Right Team 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. Poor fit Fit with existing processes Autonomous org Virtual team Matrix org Good fit Existing org Poor fit (disruptive) Fit with values Good fit (sustaining) CONFIDENTIAL 12.10.2007 Slide 27
  28. 28. © MASTERS IN INNOVATION ® Select your Right Team Conclusion 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, ….) CONFIDENTIAL 12.10.2007 Slide 28
  29. 29. © MASTERS IN INNOVATION ® Select your Right Team Want to read more? The Practice of new-products and new-business P. Verhaert & J. Braet ACCO,ISBN 978-90-334-6272-6 CONFIDENTIAL 12.10.2007 Slide 29
  30. 30. © MASTERS IN INNOVATION ® Select your Right Team Verhaert New Products & Services nv Hogenakkerhoekstraat 21 9150 Kruibeke Belgium Tel +32 (0)3 250 19 00 Fax +32 (0)3 254 10 08 www.verhaert.com info@verhaert.com www.mastersininnovation.com CONFIDENTIAL 12.10.2007 Slide 30

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