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The typical command-and-control structures at companies are increasingly becoming redundant in the modern business. This is due to the fleet-footedness required in coping with constant business changes brought about by rapid tech iterations. So, while the senior leadership needs to continue running the company from the very top framing the corporate strategy, the ground-level execution must be left up to smaller and more independent teams. These teams must be provided with the authorityto carry out work at their level to spend up the process of execution. The leadership for a start, needs to use the power of such seemingly independent teams in significant areas. The best of performers need to be provided charge of these teams, as they will thrive under such autonomy. The resources must be allocated right at the beginning, but teams need to be held accountable as a result. An agile manager needs to be attached with such teams. These kind of team leaders will provide a path to success, but the individual processes will be mapped out by the team members themselves. Executives must at times even enter into these teams to have a feel of the real deal. The former must also commit to providing timely management training to the team members so that the latter may upgrade their skills.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/unleashing-the-power-of-small-independent-teams

Uploaded Date:25 August 2018

Brainstorming sessions have historically been known to nudge any discussion towards the right direction, and to evolve a solution to any given problem. They are usually done in closed groups. Some ways have been identified to understand how such sessions may be used towards the best possible targets. First of all, the team organizing the brainstorm must know whom all to call, so must ensure these few invaluable employees attend. The venue for the sessions must feel like a safe place where business innovations may be discussed without any fear of their radical ideas being killed. Among these the practical ideas, and those that appear radical, need be voted for or against separately. Some time needs to be allotted where solo thinking or introspection may take place. Some of the session participants must be confident enough to openly commit their next steps towards fulfilling the ideas.

Source:https://www.bcg.com/publications/2018/five-ways-nudge-brainstorms-greatness.aspx?linkId=54815033&redir=true

Uploaded Date:25 August 2018

The usual perception is that teamwork cannot be separated from organizational effectiveness. However, in practice it doesn’t always work that way. Certain teams require more of collaborative work, while in others, attempts to foster such teamwork may end up spoiling the good work. So, team leaders must identify whether theirs is a high-performing team or a team of high-performing individuals. In the case of the latter, one-on-one meetings are far more effective with quarterly team get-togethers. In the case of the former, team work pays off dividends. Leaders good at talent management need to divide their group of players into certain pre-defined roles. These roles are- agenda setters, integrators, execution drivers, talent developers, diplomats, role models, architects and trailblazers. The roles may get tweaked to some extent for top management roles where the person is leading a team of executives.

Source:https://hbr.org/2018/08/when-is-teamwork-really-necessary

Uploaded Date:25 August 2018

Due to the present global nature of business, no strategic business activity can be convincingly implemented till business intelligence is gathered from different people working in the organization. This includes discussions on cost reduction, new product development, revenue growth or innovations. One of the time-honoured traditions at executing this is through cross-functional teams. While these have become permanent fixtures in companies, their effectiveness is a matter of much debate. The corporate strategy consulting wing of PwC conducted a study according to which a mere six percent of such teams’ members agree wholeheartedly to their success. To best improve the work of such cross-functional teams, complete advocacy and support is needed from the senior executive team. Plus, clear performance measuring metrics and goals need to be spelled out. A formal knowledge transfer process has to be initiated.

Source:https://www.strategy-business.com/blog/Reimagining-Effective-Cross-Functional-Teams?gko=d02f2

Uploaded Date:18 August 2018

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