the making of teams

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Business strategy

• Differentiation

• Positioning

• Scenario planning

• TQM

• Role planning

• Self organising

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Extrinsic motivation: does not work

“As long as task involved only mechanical skillsbonuses worked as they would be expected. Butonce task involved even rudimentary cognitive skilla larger reward let to poorer performance”

D. Reily, MIT study for Federal Reserve Bank 

“We find that financial incentives can result in anegative impact on overall performance”

London School of Economics, studies of 51 pay- for-performance plans 

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There is a missmatch between whatscience knows and

business does

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Intrinsic motivation

Autonomy

Mastery

Purpose

The urge to direct our own lives

The desire to get better and betterat something that matters

The yearning to do what we do inthe service of something larger thanourselves

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The urgency of Agility

Agility = Adaptability + Speed

 July October Challenges July October1 1 Excellence in execution 46.0% 55.4%

3 2 Consistent execution of strategy by top management 41.9% 47.0%

7 3 Speed, flexibility, adaptability to change 24.5% 46.6%

16 4 Global economic performance 17.2% 46.6%

11 5 Financial risk, including liquidity, volatility and credit risk 20.8% 43.8%

2 6 Sustained and steady top-line growth 42.6% 42.3%

5 7 Customer loyalty/retention 31.0% 40.1%

9 8 Improving productivity 22.1% 36.9%

34 9 Business confidence 3.1% 36.3%

4 10 Profit growth 31.3% 34.6%

Cite challenge as being "greatest concern"Relative ranking

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Wickedproblem

a puzzle so persistent, pervasive and

slippery that it can seem insolvable

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1. Balancing long term goals with short term demands

2. Predict the return on innovative concepts

3. Innovating at the increasing speed of change

4. Winning the war for the world class talent

5. Combine profitability with social responsibility

6. Protect margins in a commoditizing industry

7. Multiply success by collaborating across silos

8. Find unclaimed yet profitable market space

9. Address the challenge of eco sustainability

10.Align strategy with customer experience

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To design is devise new courses ofactions aimed at changing existing

situation into preferred ones

Design is a powerful tool for

change

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Mastery

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     e      f      f     e     c      t      i     v     e     n

     e     s

     s

Stress level

Skills

      C      h     a      l      l     e     n     g     e     s

Anxiety

Arousal

Worry

ApathyBoredom Relaxation

Flow

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Mastery is a mindset

Entity

Incremental

Performance

Learning

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Purpose

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I believe wholeheartedly that a new

form of capitalism is emergin. Morestakeholders want their business to... have apurpose bigger than theirproduct

MATS LEDERHAUSEN

Former McDonalds’Executive

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Building blocks of High performance

Market focus& position

Distinctivecapability

Performanceautonomy

We as executives have to resist our natural tendency to avoid or minimize risks 

Ed Catmull, cofounder of Pixar Animations 

• Adaptive operatingmodel

• Non-negotiables

• Different phasesrequire differentapproaches

• Performance focusedsolutions

• Just-in-time training

• Open collaboration

• Flexible talentmanagement systems

• Leaders are drivers ofchange

• Managing change as a

core capability• A new generation of

HR analytics

• Adaptive culture

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The Depot

Technology Market

People

Money

People resource

Couching

Admin support

• Personal Objective• Develop within

profession

• Establish yourself as an

expert in the area• Implement technically

challenging projects

• Business• Actively identify trends

• Drive development ofDC

• Help in implementingactions

• Approach

• Agile planning &implementationapproach

• Bi-weekly status andbrainstorm meetings

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