How To Select Your Dreamteam by Verhaert

© 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
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www.mastersininnovation.com
CONFIDENTIAL 12.10.2007 Slide 1


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



What’s a team?



Team building

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


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.


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



What about innovation teams / the need for
multi-disciplinarity



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



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



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



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



Another way to put it…



How do teams look at it….

Culture related

Source: Ten3 global Internet Polls



Culture:
Shared values
Mutual trust
Inspiring vision



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



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, …



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, ...



After selection comes the
organisation of your 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



Organizing cross-functional teams
• Matrix
• Automous team
• Virtual team



Constraints comming from the innovation
dynamics



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


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



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


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)



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, ….)



Want to read more?

The Practice of new-products and new-business
P. Verhaert & J. Braet
ACCO,ISBN 978-90-334-6272-6



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

How To Select Your Dreamteam by Verhaert

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