Large networks and many stakeholders - a problem?
Some of the teams the researchers followed worked for many months with a problem but did not move on because they had to wait for other teams, clarifications with external partners, or because they had problems with the technology they were going to use. Then valuable time can be lost.
- Other teams have lacked key competence, which means that decisions are made on the wrong basis, something you are not aware of until very late. When teams lack knowledge, we often see that teams also do not understand what they do not know, Moe explains and Professional Resume Writers.
Large networks and many stakeholders - a problem?
In addition, researchers have made a discovery that may be a little surprising to some:
The larger the network an autonomous team has: that is, the more people they have contact with outside the team, the better the results. Many involved do not necessarily create hustle and bustle but help the teams reach their goals. This applies both when the team works towards the outside world, and when they work internally in an organization. Only when there are bottlenecks in the network outside the team will there be problems for the team.
- We see that the best teams can deliver many times as fast as the less efficient ones. - Researcher Marte Pettersen Buvik in SINTEF
We also see that proximity is important, good teams that are co-located work closely and efficiently. Both co-located and distributed teams need IT solutions that make it smooth to work together, the researcher elaborates.
- Good teams also have the common feature that they are allowed to influence who is to be recruited to the team. And they are masters of their way of working.
Facts about the project:
A-team is a competence project on autonomous teams. The project is led by SINTEF with partners Kantega, Knowit, Sbanken, Storebrand, and NTNU. The project is supported by the Research Council of Norway. A-team will find smarter ways to work to strengthen Norwegian competitiveness in a context characterized by an increased need for digitalization, increased globalization, and disruptive events. The research has been published and an overview of this can be found here and Buy Essay Online.
The researchers also found that a team succeeds best if the tasks they are to solve are well connected: The task can be both complex and difficult - but that there must not be a big gap in what is to be delivered. If a team has to deliver solutions in many different areas, then there is quickly too great a gap in what the team does for the team members to work together and can relieve each other.
- The best teams were also those who constantly experimented with ways of working and who themselves decided how measurements on the team should be made. Reporting and measuring on the team that did not provide value to the team was seen as something that reduced autonomy.
Good teams have "T-knowledge"
Having T-knowledge means having both breadth and depth knowledge. In other words, members of the team must have the skills to be able to collaborate and understand the world around them (which requires breadth), but at the same time be specialists in an area so that they can solve difficult problems. Often a problem requires different specialists to work together.
The researchers also found something they describe as a "chain of autonomy". If other teams are not autonomous then it limits the team's autonomy. An example is a team that has to wait for a management team or another team's decision, or that another team has to do something for them. When others cannot decide for themselves, progress stops.
Storebrand allowed himself to be researched
Mari Rindal Øyen is the director of Storebrand and is one of the leaders who has been researched together with employees. So how was it?
- It was very useful to get an external perspective on your job sphere, even though it may have felt a little unfamiliar at first, this was groundbreaking work in Storebrand, she admits.
Nevertheless, the experiences are undividedly positive in retrospect:
- We felt that the SINTEF researchers participated as a sparring partner, and not that they assessed us. They had a very practical approach and helped us to be both honest and transparent in what we did. This has resulted in several improvements with us, but these are improvements we have been responsible for implementing, she emphasizes, and Cheap Resume Writing Services.
The three most important results Øyen points out are that the managers and product owners became much more aware of what their role is and should be, something Øyen believes that they had underestimated the importance of in the first place.
- The second is that we have learned to let teams be agile, ie self-governing to a greater extent, and the third is that this has resulted in sharing experiences across and focusing on continuous learning, says Mari Rindal Øyen.