DESIGN TEAMS YOURSELF WITH YOUR OWN TEAM DESIGNER
The Corporate Profile Database
For customers who frequently use the Leadership Development Toolbox, we set up a so-called Corporate Profile Database (CPD), in which the LDT data of all employees are stored, and with which we can support the customer in designing, for the further organizational development, 'complete' teams. What is meant here by a complete team concerns, in the simplest example, the interplay between the team members.
The model we use most often for this is the Belbin Team Roles model. This is often sufficient when it comes to the formation of temporary teams of specialists/experts, for example a project team.
But completeness is often required for a team with a special mission. Then a different model is often needed to complete the professionally necessary skills of the team. That model can be formed, for example, using of job descriptions.
A special form: Scale-Up Focus Areas in Fast-Growing Organizations
Bij snelgroeiende Scale-Up organisaties is incompleetheid van het Management team een cruciale faalfactor.
Het team moet niet alleen maar voldoen aan compleetheid v.w.b. de verschillende Belbin rollen, maar met name ook compleet zijn in de aansturing van een aantal aandachtsgebieden bij de Scale-Up organisatie.
Je eigen Scale-Up Team Designer
ATTENTION AREAS AND ROLES IN SCALE-UP ORGANISATIONS
1 Managing Director
The Managing Director of the Scale-Up enterprise is the representative of the company to the outside world. As the helmsman of the organisation and the chairman of the Management Team he/she inspires the staff members and all people involved with a sense of direction. He/she is an excellent networker with strong persuasiveness and vision.
2 Marketing
Marketing, as an area of attention in a Scale-Up company, includes the acquisition and strengthening of knowledge about the market, while positioning the company and its products/ services in that market. For the infant enterprise, this means to find a way how to penetrate in the current chain, competing with well settled parties and/or the creation of a new market.
3 R&D Innovation
The domain R&D Innovation covers the process of Innovation Management, from Ideation, the conception of ideas and concepts, until the market launch, promotion and conviction of the target audience. The R&D manager has a strong drive and a talent for communication, but he/she also possesses a firm analytical competence and power to convince the different stakeholders.
4 Sales
The attention area Sales includes the process of market launch of the company's products and services, with all accompanying measures, and the operation of the service organisations: technical services and client services. The role of the Sales Director requires a strong commercial focus, persuasiveness and impact. Especially also the power to mobilise the organisation's own staff in service mindedness.
5 Business Operations
The field of Business Operations covers mainly 'Ordinary Management', the whole process from purchase, logistics, production, distribution and sales logistics. For the Scale-Up company this includes the design and deployment of processes and procedures, the instruction training of the staff, the maintenance of procedures and the ongoing process of improvement and effectivization.
6 Management Finance & Funding
Managing Finance and Funding includes organizing cash management and mobilizing investment capital, that make the enterprise 'running'. The manager observes critically the capital burn-rate and financial risks and he/she maintains excellent relations with the financial stakeholders. Of course, a good relation with his/her colleagues is of prime importance, such that all member of the Management Team are aware of the progress and that surprises can be avoided.
7 Controller
The Controller in the Scale-Up enterprise has a crucial role in bringing about the information circulatory system of the organisation. Bookkeeping is but one of the issues. Moreover, his/her role also includes the 'implant' of performance indicators, that enable to Management Team to follow progress and effective keeping the finger on the pulse. And, last but not least, leading the administrative process and personnel.
8 ICT
ICT-leadership means the responsibility for the development and maintenance of the information systems that supports the organisation's functioning. It not only includes financial systems, goods information systems, personnel information systems, but particularly also the information systems that make it possible for the leaders to come to the right conclusions and decisions.
9 Personnel/HR
The term Human Resource Management actually represent a worn-out way of perceiving the job. Employee administration and labour sourcing are important, but also the mobilisation and motivation of living people in a lively and evolving organisation. It are human beings that effectuate the quality in products and services, and that make the company attractive and create its appearance.
10 Talent Development & Education
Talent Development & Education are crucial, especially for Scale-Up companies. The growth of the company needs to be realised 'bottom-up' by developing people. who will grow with the organisation. Besides, the organisation must not spoil the originated tacit know-how: the knowledge that is in the people and has not been explicitly documented. The growing base of best-practices, however, must be documented in order to further professionalize the growing company.
11 Customer Services
Customer Services is the focus field which, in the end, after the growth phase, will be the distinguishing factor for customer satisfaction. Customer Services will help the company to achieve high loyalty of its main customers. And, from the early start, Customer Services will be a good source of information about the quality of the company's products and services. And it will lead to further professionalisation of the production process.
12 Organisational Development
Organisational Development is for a Scale-Up company the factor that enables growth. The organisation will, again and again, meet growth thresholds. And if it is not able to take such hurdles smoothly, this would lead to stagnation and loss of quality. Continuous adaption of organisation structure, way of working and the development of communication lines within the company asks for continuous management attention.
To
the right: Trusty's Corporate Profile Database
Your organization can have its own part of the LDT, containing information from the Corporate Profile Database by simply subscribing to the STD tool (Scale-Up TeamDesigner) The updates to the CPD will also be updated each time in the STD tool with such a subscription.
Here is one example of how you can design your own complete teams with this tool.
As an example, we take the company Trusty of Larry and Peter, the innovative entrepreneurs from the previous chapter Team Design and Team Development.
In the Larry & Peter presentation (which you can download there) we told you that the two owners of Trusty completed their management team by recruiting 3 new team members: Hannah Style, Catharine Jackson and Anna Nieman.
A few years have passed and the Trusty company has grown rapidly, partly due to 4 new innovations. Truty now has 80 employees (see Trusty's Corporte Profile Database above) and a management team of 6 people.
In addition to the 5 previous MT members, Tessa Gold has also joined the Management Team. She fulfills the Personnel/HR role.
All 5 of Trusty's innovative products are doing very well in various markets, in and outside the healthcare sector, and also abroad. The MT therefore decides that each of the products needs its own focused team.
Each team must be 'complete', both in terms of the Belbin roles and the Scale-Up Focus Areas. Trusty prefers to grow through the growth of its own staff (from the bottom up and within).
With the help of the STD tool, Tessa Gold now puts the puzzle together, which leads to the following team division of the new subteams:
Below you can study the role suitability of the participants in the 5 sub-teams in detail.
Prepare for the Team Design with STD tool information
Above you see the index of the different pages in the STD toolbox. Pages SU1 to SU5 contain the pages shown above. Pages T1 to T5 contain similar pages, but only with the Belbin Team Role models. Team SU and Team the same type of content but for the overarching management team (max 13 people). All of these pages are controlled from the Preparation page, as noted above.
But the STD toolbox includes much more information from the Corporation profile database, which can be useful for the selections made on that Preparation page. You can view this information on the Overview, MI SU and Ind SU pages.
(Team) Overview (see overview on the right) This page includes the important leadership information of each individual in the Corporate Profile Database: Dominant Leadership Styles, Strong and Weak Competencies and Professional Roles. but also the individual Quick-Wins scenario and its effects for the leadership style portfolio and the Strong and Weak Competencies.
MI SU (stands for Management Information on Scale-Up Roles.
The available information about the entire file (in this case consisting of the 80 profiles of the Trusty employees). What percentage of the participant is suitable (green), almost suitable (yellow) or not suitable for the role in question.
But also the growth potential of the crew, based on the individual Quick-Wins scenario's.
Finally, part of the Scale-Up roles report from individual participanys. For example Tessa Gold, the new MT member of Trusty who was brought in as HR director for recruitment and coaching of the growing workforce.
