L1 Team Building

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L1 Team Building

• EC10 Innovation Commercialisation
• What it takes to build a successful Venture Team

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Team Building Outline

• Entrepreneurs, Intrapreneurs Managers
• Project Stages
• Building the Team
• Entrepreneurial Teams

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Entrepreneurs, Intrapreneurs Managers

• The different role, approaches and executive
  responsibilities

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Creativity

• (Enterprising) people tend to have more
  originality than others and are able to produce
  solutions that fly in the face of established
  knowledge. They are also inclined to be more
  adaptable, and are prepared to consider a range
  of alternative approaches. They challenge the
  status quo, which can sometimes conflict with
• their colleagues. Bridge et al.(1998 46)

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Entrepreneurs, Intrapreneurship Managers

• Managers Role
• Interpersonal
• Informational
• He or she can act
• as an entrepreneur- to launch a new idea
• as a disturbance handler- e.g. of internal strive
  and disagreements
• as a resource allocator - he/she decides to allow
  important decisions and allocates resources of
  organisation
• as a negotiator, e.g. drawing up contracts with
  supplier. Managers have all information and
  authority, therefore they may be heavily engaged
  in negotiation.

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Innovation Leadership

• Leadership and management are two notions that
  are often used interchangeably
• Leadership is just one of the many assets a
  successful innovator must possess
• The aim of a manager is to maximise the output of
  the organisation through administrative
  implementation
• Managers think incrementally, whilst leaders
  think radically

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Innovation Entrepreneurship

• Selecting the Innovation Strategy
• Revolutionary rather than evolutionary Strategies
  
• Strategy is focused on core technologies, ability
  to commercialise, compressing time for prototype,
  emerging technology.
• High risk, high return
• Creating the Climate Commitment
• Entrepreneurial development, visible commitment,
  sustained over time, assigning people
  resources, empowerment.
• Define Venture selection criteria
• Fit, size, position, investment, ROI, time
  horizons.
• Manage output in a turbulent environment
• Focus on learning, redirecting resources,
  supporting the wounded, distinguishing between
  good and bad decision.
• Reflected in physical structure of the
  organisation and its allocation of resources.

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Questions Entrepreneurs Intrapreneurs Managers

• Managers do things right, while leaders do the
  right thing." Pascale, Managing on the Edge,
  1990
• Venture management is not (just) about new
  technologies or processes - it is about how
  people and their organisations manage innovation
  and how those processes add value to customers.
  Piercy 2005

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2. Project Stages

• Understanding the innovation process

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Project Stages

• Proof of Concept
• Development of prototypes
• Early stage testing
• Technology Demonstration
• Move towards full scale testing
• Ironing out production operational difficulties
• Commercial Transition
• Forward planning supply chain development
• Development partners
• Delivery
• Consolidation of suppliers Customer Base

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New-Product Development Process
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Types of New Product Opportunities
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Critique of Stage Models

• Phased sequence of events in not inevitable.
• Technology products often jump stages.
• Process planning cannot be controlled because of
  external environmental factors.
• Personal attitudes towards risk affect stages
  progress.
• Access to resources can slow down phases
• Access to information disrupts the linkages
  between stages.

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3. Building the Team

• Putting together the right balance of skills and
  competences to control innovations.

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Team Building Blocks

• Tasks Functions
• Leader is responsible for planning the work,
  allocating resources within the team, organising
  duties and responsibilities and monitoring SLA
  and meeting targets.
• Maintenance Functions
• Building team cohesiveness, setting standards
  through personal examples, maintaining
  discipline, allocating project leaders and
  protecting your team's interest within the
  division or organisation.
• Individual Development Needs.
• Mentoring and personal development.

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Situation Approach

• Directing
• new policy or new software system has been
  implemented and the lead entrepreneur needs to
  give a team clear consistent instruction and
  direction.
• Delegating
• A team member who is high achiever and
  understands performance statistics, can become a
  "change master", disseminating key information to
  colleagues showing them how successfully achieved
  targets.
• Supporting
• When delegating, a supportive role normally
  follows to ensure guidance and support are given
  to facilitate the success of the task / function.

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Engendering Trust

• Integrity
• Trust
• Consistency
• Positive Energy
• Dissention
• Sharing Information

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Key Questions

• In an Entrepreneurial team, what gets people
  engaged?
• How should a motivational leader get an
  individual to engage in desired behaviour
  (direction or choice of behaviour)?

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3. Entrepreneurial Teams

• How to manage and motivate a team in a fast
  growth organisation

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Motivational Leaders

• The dictionary definition of motivational
  leadership is to give incentive to move or
  create action.
• In developing a culture, understanding the
  Company Values is essential.
• If team members are aware of the values and
  understand the vision then they may buy into
  sharing the vision
• If their values are in alignment with the
  companys then an immediate incentive is created.
  
• This is the starting point to building the
  foundations that will lead to an organisation
  with staff who are self motivated to innovate

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Decision Making Approaches

• The Prescriptive Approach, can be described as a
  linear and rational process, starting with where
  we are now and then developing new strategies for
  the future.
• Objective has been defined in advanced and main
  elements have been developed before the strategy
  commences.
• The Emergent Approach can be defined as a
  corporate strategy, which emerges, adapting to
  needs and continuing to develop over time.
• It is evolving, incremental and continuous, and
  therefore cannot be easily or usefully summarised
  in a plan which then requires to be implemented.
  
• Emergent corporate strategy whose final objective
  is unclear and whose elements are developed
  during the course of its life as the strategy
  proceeds. Lynch, Richard Corporate Strategy,
  Second Edition (2000)

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Fair Process Management

• Have ample opportunity to express their views and
  to discuss how and why they disagree with other
  group members.
• Feel that that decision-making process has been
  transparent, i.e., that deliberations have been
  relatively free of secretive, behind-the-scenes
  manoeuvring.
• Believe that the leader listened carefully to
  them and considered their views thoughtfully and
  seriously before making a decision.
• Perceive that they had a genuine opportunity to
  influence the leader's final decision.
• Have a clear understanding of the rationale for
  the final decision.

Lagace, HBS, 2005
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Building Rapport

• Dont criticise condemn or complain
• Give honest sincere appreciation
• Arouse in the other person an eager want
• Become genuinely interested in others
• Smile
• A persons name is the sweetest most Important
  sound in any language
• Be a good listener encourage others to talk
• Talk in terms of others interests
• Make the others feel important do it sincerely.

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Gaining Co-operation

• The only way to win an argument is to avoid it
• Respect other opinions. Never say youre
  wrong
• If you are wrong admit it quickly and
  emphatically
• Begin in a friendly way
• Get the other person saying yes, yes
  immediately
• Let the other person do a great deal of the
  talking
• Let the other person think its their idea
• Try honestly to see things from others point of
  view
• Be sympathetic to others ideas or desires
• Appeal to the nobler motives
• Dramatise your ideas
• Throw down a challenge

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Team Leadership Styles

• Traits Approach
• Functional or Group Approach
• Behavioural
• Situational
• Transformational (Mullins, 2002)
• "the process of creating higher levels of
  motivation and commitment." Emphasis on
  generating a vision for the organisation. The
  leader affects the followers by communicating the
  organisational purpose with a view to them having
  shared purpose, values and beliefs for the
  benefit of themselves and the organization."
• Opposite, is transactional leadership "based on
  legitimate authority within the bureaucratic
  structure of the organisation. With an emphasis
  on clearly defining goals and objectives, work
  task and outcomes, organisational rewards and
  punishments. This is based on a relationship of
  mutual dependence and exchange".

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Inventors promoters

• Inventors are noted for their creativity. They
  may be highly innovative people yet many of their
  ideas may never become commercial reality because
  they lack the management and business skills to
  bring a new product to market.
• Promoters are quite creative but these are
  typically short-term business propositions with a
  bias towards "getting rich quickly".

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Leaders Role
The Leaders Role Traits, Power,
Values Interpersonal skills
Task Structured or unstructured The problem
Constraints/requirements
The Team Structure, Maturity Stage of development

Leadership
Organisation Culture Stage of development Structur
e, Systems Constraints, Culture
Individuals Needs Expectations,
Knowledge Confidence, Experience Motivation,
Commitment
External Environment Political, Social, Economic,
Technological
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Leadership Styles

• the conductor
• Formal hierarchy of authority
• Role of leader is to coordinate
• the developer (Bradford and Cohen, 1984).

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Coaching Model
Agree topic for discussion Agree objectives for
the session Set long term aim, if appropriate
Invite self assessment Offer examples of
feedback Avoid/check assumptions Discard
irrelevant history
Cover range of options Invite suggestions Offer
suggestions Ensure choices made
Commit to action Identify possible
obstacles Define specific steps and timing Agree
support
Adapted from Eaton Johnson, 2001, GROW Model,,
Coaching Successfully
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Organisational Development Strategy

• Is the method compatible with the objectives?
• Individual, team Co. What development are we
  aiming to achieve?
• What training, learning or personal development
  needs to be undertaken in workplace?
• What internal resources are available?
• Money, time, equipment and people.
• What factors about the learner need to be
  considered?
• Motivation to learn, preference for learning
  method, readiness to learn, relationship with the
  developer, personal commitments etc.
• Coaching options

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Training Strategies (1)

• Training on the job watching someone else do the
  job and trying to reach that standard. Can be
  high in learning transfer and inexpensive in
  terms of resources.
• Planned Organisational Experience could include
  secondments work shadowing assignment of
  special responsibilities problem solving groups
  developing some aspect of work action learning
  Mentoring. With organisational support these will
  provide a positive transfer of learning.
• In-house courses can include cover induction
  skills development updating skills and
  knowledge, legislation, company practice courses
  leading to qualifications tailored for the
  organisation or industry. Learning transfer more
  likely than with generic external courses. More
  resources needed than with options 1 and 2.

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Training Strategies (2)

• Planned external experiences visits to other
  organizations, customers or suppliers
  professional body roles, participating in
  committees, CPD activities external projects.
  Learning transfer depends on the experience and
  its relevance to learning objectives. Costs may
  be high in time lost from the employee rather
  than resources.
• External Courses usually of two forms short
  skills development courses and course leading to
  a qualification.
• Transfer of learning can be low unless the
  organisational climate is supportive. Costs can
  be high in terms of time and money. Individual
  benefits need to be translated into
  organisational benefits.

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Course Reading

• Goffin, K, Mitchell, R, Innovation Management,
  Chapter 8, Organisation Management, pp282
  305, Palgrave, 2005