A project team for a Business Design project is jointly responsible for the success of the project. It consists of an innovation manager and 2-4 innovation experts and should meet the following requirements:
- The innovation manager should have a time "budget" of at least 2,5 days per week (over a 10 weeks iteration)
- Innovation experts should be available for at least 2 days per week (over a 10 weeks iteration)
- A project team for Business Design should be staffed with the best people in an organization not necessarily with the ones who are available. They should be
- 100% motivated
- Competent / proficient (related to the topic of a project)
- Eager to learn
- Ready to get sh*t done
- The innovation manager and experts together should have sufficient knowledge and skills to understand the sponsor's challenge and to find ways how to solve it
- To spur on the social dynamics of project team, we suggest the following composition:
- Two members of the project team should be highly experienced in the organization and the industry and should have proven track record of working together
- Another member of the project team should have similar qualifications as the first two but should not know them
- And the last two members (in case of a team of 5 members) should be NOT experienced, fresh from college or new in the company
- The idea behind this composition is the following: The two experienced who know each other make sure that things move forward. They know enough people in the organization to get road blocks out of the way. The third experienced who doesn't know them, however, has the standing to challenge them (if they go crazy "group think" trap). And the two "fresh" members see things differently and infuse the project team with "fresh" thinking. or fall into the
|Never build teams that are larger than 5 members. Larger teams are difficult to manage and will not perform. "Social loafing" and "sucker effect" are just two phenomena you will experience that will make your life very difficult.|
For virtual collaboration, we often introduce special team rules to ensure high-performance teamwork. These rules may include the following aspects:
- We come prepared: Pre-reading of documents, agenda, setup of IT systems has to be prepared prior to every meeting or workshop. Every step in a virtual gathering has to be prepared way more accurately than in the physical world.
- We chose to be present: Even our virtual interactions are touch points with humans and we are not distracted by other "side-gigs". If we can’t be there 100% we chose to not be there.
- We encourage social bonding: Particularly at the beginning of a video conference, we allow time for social topics and informal conversations. Current challenges, what people are doing right now, things that work in the project and beyond are on the agenda. Again, there are no robots at the end of the line. Expect to deal with humans!
- We give the teamwork a "rhythm": Team rituals, specific team slots for video calls, stand-up meetings etc. are essential to connect people working remotely.
- We think twice about the best "channel": Not every channel (phone / email / instant messaging / video conference etc.) is suitable for every conversation. We are aware of this and choose the channel wisely.
- We bridge the distance with "shared spaces": Literally every conversation is based around a "shared space", which can be a virtual whiteboard, a prepared powerpoint presentation or a workshop template (see Project Workspace). All results of meetings should be documented visually and transparent for everyone.
- We do breaks after 60 min.: Every conversation, meeting or workshop is sliced in 60 min. sessions. After each session, we schedule a short break of 10 min. to move, eat, drink, take a deep breath outside and refresh.
- We always end with tasks: Well, this is the case for all our meetings and workshops. However, for virtual teamwork this is von more important.We literally spend more time on aligning what task each team members needs to get done and how.
- We track team engagement and results: A simple task board can help track the productivity of a team transparent to everyone. If we can't meet physically and see others working, this kind of transparency can foster motivation and a shared team spirit.
A very important aspect of Business Design are team rituals embedded into the Business Design process to help the team establish a high-performance teamwork. Here are some examples:
|Ritual||Phase||Guiding Principle(s)||Impact on Teamwork|
|Weekly status calls||"Action beats intention"|
|Action Planning||"Action beats intention"||Clear definition of assignment of tasks prevents "social loafing" and alignment and coordination between members of the project team|
|GTD - workshops||"Action beats intention"|
"Demo or die"
"Great prototypes build great teams" - Michael Schrage
|Sponsor's sneak preview|
|Feedback from customers, users and experts (particularly with prototypes)|
"Facts over opinions"
|Working visually||All phases||"Be visual"||Well, a picture says more than 1.000 words...|
|Time boxing||All phases||"Action beats intention"||Every task could keep you busy forever. We restrict ourselves to a predefined timeboxes of 10 to 60 min. to get things done. It's never perfect, but it's done!|
A project team for a Business Design project is jointly responsible for the success of the project.