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Eight Ways to build collaborative teams

By- Lynda Gratton and Tamara J. Erickson

Group 8
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The team

 1910087- Manas Rastogi- The Executor

 1910078- Hilal Mohammed- The Go-getter

 1910075- Dakshita- The Optimist

 1910073- Priyadarshan- The level headed realist

 1910069- Anuj Suneja – The Dreamer

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2008
November
26 th
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26/11
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Need for Collaboration

 High Pressure

 No Retake Environment

 Dynamic and Transient Relationships

 Highly educated specialists (Ego Issues)

 Catch 22
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Collaboration Conundrums

 Large Size

 Virtual Participation

 Diversity

 High Education Levels

 + Eight Factors to
Success

Focused HR Right Team Team Formation

Executive Support
Practices Leaders Structure

Assigning leaders
Investing in Building on
Ensuring the who are both task
Relationship Heritage
requisite skills and relationship
Practices Relationships
oriented

Modelling Supporting a Understanding

collaborative strong sense of Role clarity and
Behavior community task ambiguity

Creating "gift
culture"
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Executive Support
Investing in Signature Relationship Practices
 Requires to create practices which are memorable, difficult to
replicate and well suited to their business environment

 RBS:
 EUR 350m, new headquarter.
 To foster productive collaboration among employees:
I. Improve Communication
II. Increase in Exchange of Ideas
III. Create a sense of Community

 The studied teams had:

 Very strong social relationships which allowed them to accomplish
tasks quickly
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Executive Support
Modelling Collaborative Behavior

 Perceived behavior of Senior Executives is significant to

determine the collaboration between teams

 Standard Chartered Bank

 Executives are exceptionally good role models
 Member of General Management committee often serve as
substitutes for one-another
 Top Executives travel frequently for meetings which makes there
work visible to the employees

 As a result, Employees learned to get work done through informal

networks
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Executive Support

Creating a “Gift Culture”

 Mentoring and coaching on an informal basis help people
build networks to work across corporate boundaries

 Nokia:
 Informal Mentoring for new employees, to build a relationship
and collaborative the culture
 A list of people to be met is created
 The employee has to meet everyone on the list
 This gift of time is crucial to the growth of the individual
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Focused HR Practices
Ensuring the Requisite Skills
 People in Teams wanted to cooperate but didn’t know how to

 To resolve this HR needed to step up and train people on:

1. Appreciating Others
2. Engaging in Purposeful conversation
3. Productively and Creatively resolving conflicts

 PwC:
 1,40,000 Employees, 150 Countries

 Training in Teamwork, Networking, EI

 Lehman Brothers:
 Flagship Client-facing staff training
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Focused HR Practices
Supporting a sense of Community
 HRs are critical in cultivation a sense of belonging by sponsoring
group events and activities

 ABN AMRO:
 Informal Groups

 Long Distance Collaboration

 Meet as many people as possible while traveling to new
locations

 Marriot:
 Staff Appreciation
 Spontaneous activities to create a sense of fun and community
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The Right Team Leaders
Assigning Leaders who are both Task and relationship
oriented
There are two types of leaders:

 Task Oriented – Set clear objectives and Provide Monitoring and

feedback

 Relationship oriented – Share knowledge and create a conducive

environment

 Most productive and innovative teams are led by people who are follow a
balanced approach

 Marriot:
 Core Goal of team leaders is to create skills in both the styles
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Team Formation and Structure
Building on Heritage relationships
 Forming teams that capitalize on pre-existing or “heritage”
relationships increase the chances of projects success

 Newly formed teams are forced to invest significantly in buildings

relationships

 Nokia:
 Ensures everyone knows everyone
 Moves small teams together
 Single platform for all functions

 If not managed skillfully, it can disrupt collaboration (Conflicts

amongst sub groups)
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Team Formation and Structure
Understanding role clarity and task ambiguity
 Defining the role clearly and defining the approach toward
achieving the goal are the two options to choose from

 Role clarity improves collaboration as less time and energy is spent

on operational tasks

 Team goal should be left ambiguous, and subject to the perception

of employees as it increases creativity

 BBC:
 Big teams covering different event leads to confusion
 Hence they define the role of every member in clear and precise
manner
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Putting things in perspective
 26/11

 National Intelligence Grid or NATGRID

 Capt. Raghu Raman (Secretary and CEO)

 10 Months to DPR

 Best Brains from the Consulting world

 Ego Clashes and Other issues

 NSG Campus Manesar

 A strong team was build by showing them the bigger goal

 DPR was submitted in less than 100 days

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Thank You