Situation: In the past a company assigned R&D projects to individual employees who were responsible for shepherding the project through to completion, seeking input from others as necessary along the way. The CEO has instituted a new system built around teams of specialists. In this new system the team is responsible for the project, not just an individual. This leverages people to do more with fewer resources, seems to be increasing throughput rates, and may reduce the impact of the departure of a single individual. Is team vs. individual project responsibility more effective?

Advice from the CEOs:

• This seems a positive move, particularly if the groups seem to be responding positively.
• Factors that will help:
  • Assure that there are strong leaders within the individual teams; leaders who are sensitive to individual team member’s contributions and needs.
  • Try the following theme – there is no “I” in Team, but there is an “I” in Win. Individual contributions still play an important role and must continue to be recognized.
  • Be proactive and sensitive to difficulties arising within particular teams. Work actively to resolve these difficulties so that they do not harm the team.
• Another CEO has successfully used teams in development projects. When it comes to bonus time, she assigns a lump total bonus pool to the team, and asks them to come up with the distribution scheme within the team, subject to management review. The review is to assure that nobody on the team takes advantage of the others.
• Immerse yourself in the literature on team structure and dynamics, to understand both the benefits and pitfalls of team management. This will help the company move smoothly through the transition.

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