1. www.cloudelabs.com Your Partner in DIGITAL PLATFORM STRATEGY TEAM DYNAMICS

2. Teams & Team Dynamics

3. Team Design

4. A typical project will include a number of different kinds of teams Executive Steering Team Joint Implementation Team Executive Team Alignment Procurement Effectiveness and Supplier Partnering Master Scheduling and Forecasting Worldwide Inventory Management Project Implementation Management/Measures Communications and Mobilization Early Wins and Rapid Action Information Management Alignment Action Plan the section on Team Design is adapted from a document called “Results Delivery” 12/96

5. There is bound to be an Executive Steering Group to ensure high-level ownership of the project... Including people who are empowered to make decisions on issues arising within the project Probably between 5 and 8 members fewer than 5 may be unballanced more than 8 becomes difficult to manage Not necessarily the same as the existing executive team for the business The role of the ESG: To be, and be seen to be, accountable for the success of the project To take high-level decisions about the project direction, and sign off implementation plans To provide guidance and support to the joint team As individuals, to sponsor a workstream and coach and support the workstream lead Project Logic Objective Deliverables Benefits Timetable

6. NWTs should be integrated vertically and horizontally. …and also some Natural Work Teams to deliver the results A Natural Work Team (NWT) is a group or people, ranging in size from four to ten, who come together to address a specific common business issue It is top-down driven in the specification of problems and bottom-up driven in the development of solutions It includes people at all levels from the functions that do the work, that are affected by the work, and/or that influence the work

7. Typical roles and responsibilities within a Natural Work Team Executive Champion / Sponsor Accountable for delivery success of stream Decision maker when no cross functional decision is involved Member of the ESG Coach of Team Leaders Accountable for delivery success of stream Decision maker when no cross functional decision is involved Member of the ESG Coach of Team Leaders Team Leader Responsible for stream deliverables Owns problem Focused on content Responsible for stream deliverables Owns problem Focused on content Team Member / Resource Contributes ideas and expertise Follows the process and does the work Helps leader attain the goal Has a stake in the outcome Contributes ideas and expertise Follows the process and does the work Helps leader attain the goal Has a stake in the outcome CGE&Y / Joint Team Faciliator / Coach/Change Agent Focused on process Challenges the status quo Manages the schedule Provides content expertise and experience Role models new behaviors and skills Focused on process Challenges the status quo Manages the schedule Provides content expertise and experience Role models new behaviors and skills This is a useful model around which to develop a project structure and resourcing plan -- but it is not the only model.

8. What other kinds of teams or structures could be used? Rapid action teams The ESG is the natural work team No teams at all individuals doing work, probably full-time, and reporting directly to the ESG a workshop, or a series of workshops Types of Teams...…and when/why to use them

9. Whatever the structure, each team must know what it contributes and what it can expect from others Process Rapid Actions/ Early Wins Rapid Actions/ Early Wins Executive Steering Team Executive Steering Team Joint Implementation Team Natural Work Teams Natural Work Teams Approval Integration Training Facilitation Content + Technical Support Processes, Systems and Implementation Plans Methods / Structure Deliverables Client CGE&Y Champion Support

10. Team Dynamics

11. When is a Team not a Team? When a group of people fails to accomplish more than the sum of the results that each individual could achieve on his/her own To see why a team may be underperforming -- and deal with it effectively -- it is helpful to understand the different stages of team development.

12. Stages of team development TASK FOCUS RELATIONSHIP FOCUS TASK FOCUS Counter Dependence 2 3 4 Dependence Independence Interdependence Self Reliance Competence Crisis Of Confidence 2 2 3 3 4 4 1

13. Stage 1: Dependence TASK FOCUS RELATIONSHIP FOCUS TASK FOCUS Conforming Conventional Feelings Ignored Weaknesses Hidden Objectives & Direction Unclear Low in Involvement & Planning Depend on Boss for Decisions, Plans Low Listening, Low Respect 1 Dependence Self Reliance Competence

14. Stage 2: Counter-dependence Feelings Explode Leadership Challenged Concern for People/Relationships Many Options Considered Risks Taken Experimentation Procedures, Processes Questioned Support Needed TASK FOCUS RELATIONSHIP FOCUS TASK FOCUS Counter- dependence Self Reliance Competence 2 2 2

15. Stage 3: Independence TASK FOCUS RELATIONSHIP FOCUS TASK FOCUS Agreed Procedures & Processes Ground Rules Established Individual Experiments & Risks Feelings Legitimised More Listening Conflict Discussed Wider Options Considered Independence Self Reliance Competence 3

16. Stage 4: Interdependence TASK FOCUS RELATIONSHIP FOCUS TASK FOCUS Interdependence Self Reliance Competence Mutual Dependence, Trust Flexibility - Process & Leadership Maximum use of Energy & Talent Needs of All Considered Effectiveness a Priority Synergy - Team Goals Caring 4

17. There is another way of describing the 4 stages of team development which may look more familiar… 1 Self Reliance Competence 2 3 4 STORMING FORMING NORMING PERFORMING

18. One way to invite teams to recognise their behaviour is to use a team “temperature check” or “dipstick” Based on an agreed list of criteria or standards for team performance On a regular basis, each team member evaluates the team against the criteria, and responses are combined to form a team view Results are compared with previous results to look at trends, and reviewed by the team Significant changes or deviations are discussed, and next steps identified to build on improvements or take corrective action

19. An Example of a Joint Team “Temperature Check” 1. Do you feel the project is going to the right direction? 2. Have we made progress? 3. Can you contribute as much as you would like to the project ? 4. How do you find the cooperation between project team members? 5. What is the mobisation level and” temperature” of other peope in the organisation? 6. How is the balance of your work life? 7. Are you having fun? Absolutely -3 -2 -11 2 3 0 -3 -2 -11 2 3 0 Not at allYes -3 -2 -11 2 3 0 TerribleBest pals -3 -2 -11 2 3 0 -3 -2 -11 2 3 0 Haven´t smiled for weeks I am in 7 heaven -3 -2 -11 2 3 0 -3 -2 -11 2 3 0 Answer to the following questions expressing your current feelings using scale from -3 to +3. Try not to think too hard; your first reaction often gives the most accurate “temperature”. PoorExcellent PoorExcellent Not at allEnormously Not at all

20. An example of a CGE&Y team “Dipstick” focusing on the effective application of our Values 1 - Have you recently experienced any behaviors which reinforce our values?Yes / No Example: 2 - Have you recently experienced any behaviors which go against our values?Yes / No Example: 3 - Is the Quality of Work Life on this project meeting your expectations?Yes / No 4 - What could you suggest to improve our values on this project? Comments: