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How To Select Your Dreamteam by Verhaert
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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
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Select your Right Team
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 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
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What about innovation teams / the need for
multi-disciplinarity
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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
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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
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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
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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
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Another way to put it…
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Select your Right Team
How do teams look at it….
Culture related
Source: Ten3 global Internet Polls
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Culture:
Shared values
Mutual trust
Inspiring 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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Select your Right Team
After selection comes the
organisation of your team...
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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
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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
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
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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
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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
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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.
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)
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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
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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
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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
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