TeamNets

TeamNets are an idea first developed by Jessica Lipnack and Jeffrey Stamps in the early 90's. I use them to link the activities of Change Teams as they focus on changes that are needed today and for tomorrow.

A TeamNet focuses on a profit/service centre with a strong customer/client identity that wants to push decision-making to the point of action, needs to share information broadly and is accountable for its business results. They are bureaucracy busters.

TeamNets bring together the work, people, technology and information that optimises customer satisfaction and high levels of performance. The results is the creation of self-directed project teams whose work is integrated through a TeamNet Group.

TeamNets work best when all the Change Teams adopt the same approach to problem-solving and project management.

Inside-Out TeamNets cross service and organisation boundaries to work in partnership with other organisations and preferred contractors.

Outside-In TeamNets focus services on engaging specific customer groups and suppliers outside the organisation.

The role of leader in a TeamNet is to be a good follower, mapping the needs, resources and agendas of the various Change Teams, to get a good alignment between people and the organisation's priorities. This is necessary because people will wear many hats. Clear communication and reporting relationships is therefore vital - particularly when people higher up in the organisation are involved in TeamNet projects.

Face-to-face interactions are not always possible so some virtual community building will be needed.

The TeamNet Checklist
It is the responsibility of the TeamNet Group to ensure that the Change Teams, focusing on both improvement and innovation follow the same approach. A checklist has been produced below as a guide.

Step 1: CLARITY OF PURPOSE/EXPECTATIONS
Does the team have a clear purpose that is outlined and agreed in a project brief ? Without it, the team cannot proceed to identify its main tasks, targets, timetable, territory, team or tests for achievement..

Step 2: IDENTIFY MEMBERS/CONTRIBUTORS
These are the people who have a stake the capability to contribute to achieving the purpose as outlined. The team cannot really take-off until the members are clear about the role they are expected to play and have someone they trust as their team leader. You may wish to involve customers (internal or external) and other service partners as appropriate.

Step 3: CREATE LINKS/CONNECTIONS
For the team to succeed it requires clear and effective communcation channels for problem-solving and information exchange. This must involve technology and personal relationships on both a formal and informal basis. These connections will need to be upwards and downwards

Step 4: DISTRIBUTE LEADERSHIP/RESULTS
The TeamNet format encourages a move from rigid hierachy to dynamic balance, so that many unpredictable things can happen at once and there is absolute clarity in knowing who's going to do what. Leadership for the change is displayed and supported by every individual involved. There is also a shared responsibiity and ownership for the results they achieve.

Step 5: IDENTIFY SKILL/KNOWLEDGE NEEDS
The way the TeamNet engages people means that everyone is concerned to support each other's learning needs. This way the Change Teams enhance the skills, experience and creativity of everyone involved while they are making chnage happen - not on a course. There are incentives to reflect and capture the learning

Step 6: MANAGE THE PROJECT
It may be necessary to link a number of low cost software applications to manage the work being undertaken by each Change Team. For example, the targets will require timelines and milestones to monitor progress. The tasks will need to be listed and tracked with the help of flow diagrams and duration schedules. A chart showing team memebership and a directory of each person's contribution and learning log.

Case Study material will be added shortly.