SDO Consulting’s solution to motivate teams to gain the creative power they need, through cooperation and diversity
Current times require current teams
We live in a global world, in perpetual change, where innovation is as necessary as breathing. New technologies appear everyday, along with new markets and new economic players. We work with people from different backgrounds and experiences, in a true talent “melting pot”. For that reason, in SDO we no longer talk about a team’s high performance, but rather in growing organic evolution. A new attitude.
We work in teams where diversity surges. However, we are not managing to capitalize on that diversity.
Diversity is the new DNA of teams. It affects how we act as a group.
This DNA has several components:
- Demographic diversity – our origins, our culture, our preferences which have always shaped us
- Experience diversity – the experiences we had and the people we learned from, the way we communicate and evolve: the school of life which influences us everyday
- Cognitive diversity – the way we see reality, the way we think, how we learn and communicate.
And it is precisely the latter in which our growing playground will be based, given that it is through rebuilding cognitive diversity that we will effectively achieve the growth of our teams and the creation of value.
Innovation consists in implementing new ways of doing more and better. Each implemented innovation is another step in the teams and organisations’ evolution.
The diversity of teams is currently the fuel for innovation. When we combine the different elements of cognitive diversity, we reach more powerful and productive ways to cooperate.
- Thinking styles
- Learning styles
- Sharing styles.
DDD: a 3 stage solution
A team accelerator to generate innovation through cognitive diversity. Our team transformation approach undergoes 3 stages:
Diversity Driving DNA
The team starts its journey through an awareness workshop about the different types of cognitive diversity:
- Thinking styles
- Learning styles
- Communication styles
This way, the team will be aware of its diversity and the richness in perspectives and experiences it might recombine.
The team then goes through a training phase, in which it will acquire and apply a set of cooperation tools, through workshops, specific practical experiences on techniques and approaches to creative cooperation:
- Communicate – cooperative communication techniques
- Learn&Teach – learning techniques, micro training tools and accelerated learning techniques
- Converge – techniques for empathy, expectation management, negotiation, mediation and agreement
- Co-create – design thinking and execution discipline techniques.
In the third stage, the team will develop a cross-sectional innovation project, carried out with the help of techniques from the previous stage.
SDO’s consultants will guide and facilitate the work, teaching how to systematically explore the diversity of teams and to rebuild perspectives, knowledge and experiences. This project will have to meet the challenge the organisation presented to the team.
Diversity to change teams in action
By the end of the project, the team will present the solution to a jury comprised of Board members and other sponsors. A team journey, 3 great stages, a single purpose: creating value.
With this team transformation project in place, we can use cognitive diversity to alter behaviours and to generate differentiating results.
The main benefits of Diversity Driving DNA are:
- Innovation – new responses to problems and challenges from teams and organisations
- Cooperation – new ways of working, sharing knowledge, learning and teaching
- Intellectual capital – enrichment of intellectual property of the organisation and its employees
- EVP and Employer Branding – organisation with a more attractive value proposition and with a stronger brand, both for clients and employees.
We are as big as the world we bring to our midst.
SDO Consulting’s solution to help organisations gain the competitive agility they need, while maintaining the consistency of their management
Current times require current solutions
We live in a world in which change happens exponentially and in a disruptive manner. New technologies appear everyday, along with new needs, new types of clients and new markets. Innovation is now a “commodity”, which must be as natural for organisations as breathing.
For that reason, in SDO we no longer talk about change, but rather in continuous evolution. A new attitude.
We can feel the world turning faster and faster and we are not managing to keep up, at least not as we would like to.
A third of working positions will become automated or robotic. The technological revolution is happening and employee profiles are changing. Similarly, the speed of processes and the quickness of communications are felt in a globalised economy which is characterised by the constant presence in an “online” world.
But the organisational models are grounded in a type of management which is still influenced by the first industrial revolution. Rigid chains of command, not very agile, in which a top-centric control and management prevails. These can no longer respond to such a high speed world. This is where the main challenge lies.
A disruptive and integrated approach to follow the technological and digital evolution. An approach focused on the human potential and its singularities. An organisation as a living organism.
We propose an approach which aims to develop more agile and flexible organisational structures centred on multi-disciplinary teams, which promote internal innovation and adapt to the external demands. And while they do not possess any defined limits, they have clear strategic goals which are shared by all. A structure that will be based on motivated people, who move within the organisation as cells, without barriers or borders. Continuous feedback, cooperation and co-creation are key words in this approach. We want to break away from traditional working methods and feed continuous improvement, innovation, sharing of knowledge and a focus on mobility and autonomy.
HOPe: 5 dimentions solution
Our transformation approach has 5 organisational dimensions:
Are your employees committed and motivated? Can you motivate your best talents? Can you develop the “employees of the future”? Do your employees answer the demands of the market creatively? And quickly?
Does the governance model promote the empowerment of your employees? Is the decision-making centralised or decentralised? What are the existing management routines? Do they facilitate the response and decision quickness? Do the designed processes support the value proposition? What is their automation degree?
Are the employees in tune with the organisation’s corporate goals? What is the involvement degree of the employees with the strategy? Is the business strategy communicated effectively to the employees?
How is the internal communication processed? Is it agile? Does it reach all employees? Are the employees ready to adopt new technologies? How is the knowledge shared? Is there any know-how that is potentially lost? Are there new experiences in your organisation? Or is there a fear of taking risks?
Do the employees identify themselves with the leadership style widely used? Does it promote the employees’ commitment? As well as autonomy? Do the employees feel inspired by their leaders? And valued? Do they feel the need to develop and improve themselves continuously? And to innovate? Are the teams solid? Is there synergy between them? Do employees/teams tend to be competitive or cooperative?
Speed scanning, deep dive & going 4 HOPe
SDO starts by doing a Speed Scanning to the current state of the organisation, identifying the pain points through the HOPe Framework®, which crosses the 5 organisational dimensions with 5 fostering drivers for high performance and high speed.
Based on this first analysis, we then start a deeper and more detailed analysis of the pain points’ root causes – Deep Dive.
There is no transformation without a good execution.
The implementation phase of the transformation process – Going for HOPe – entails an execution of the initiatives of the intervention plan resulting from the Deep Dive.
The intervention plan may be implemented as a whole or in parts, depending on the client’s priorities. SDO monitors the transformation agents throughout the whole project.
A quick scan of the state-of-the-art, a deep analysis of the pain points and the execution of the change in real time
SDO Consulting’s solution helps organisations to be more agile and effective, through more diverse and solid teams
ORGANISATIONS ARE LIVING ORGANISMS AND THE TEAMS ARE ITS CELLS
The challenges of the VUCA world
Organisations must, in an increasingly quick and precise manner, meet the demands of a Volatile, Uncertain, Complex and Ambiguous world – a VUCA world.
But current organisations still have heavy structures, built upon complex processes, which lead to slow decisions. This weight is bigger when we look at the distance between the market and the decision makers or the lack of input from the younger generations. These are common reasons which often explain the difficulty organisations have in reacting in an AGILE, QUICK, and CORRECT fashion.
In order to maintain their competitive advantage, organisations must create internal “cells” (teams), agile and flexible in nature, which come to life, with a proper… (gain) shape and elasticity. These are quickly joined or separated depending on the external demands, in a response adapted to the context.
These cells (teams), which are referred to as UPTEAMS M&M, constitute the bedrock for the solution we propose. Not the teams themselves, which already exist today and cooperate with other organisational structures, but the way they are created and operate within the organisation.
And how do we do it? Through an innovative approach built upon 6 pillars, and which aims to leverage the best each employee brings to the organisation and to the teams and which isn’t always being used to its full potential.
The 6 pillars of our approach
|The knowledge of the business strategy leads to identifying execution initiatives and the respective missions of the teams who will carry them out. It is this roadmap which leads us to identifying the necessary skills for the creation of the UPSTREAM M&M.||Seeing the employees as unique and singular beings, in terms of their characteristics, motivations and growth aspirations, was the foundation when constructing the teams. This leads the construction of each team to be a specified and customised exercise, which unlocks a wide range of possibilities.||The organisation as a living organism which is constantly transforming in order to adapt to the context. This implies having employees who belong to several teams simultaneously and who have several bosses over time.|
|The employee, as an active agent of his/her professional development and the definition of their path within the organisation. The agility required by a constantly mutating world requires and inside-out approach, which works in an accountability basis instead of one of classic control.||The identification of the necessary skills is streamlined by updated information repositories about the employee, resorting to simple and effective instruments and tools such as continuous feedback and a 360º evaluation. All of this within a digital and mobile approach.||Our approach promotes a culture of transparency and continuous feedback, fostering the quick construction of teams through the identification and update of the skills available within the organisation. Not only technical skills but also behavioural.|
A permanent recreation methodology
UPTEAMS M&M are created based on the necessary skills to meet a specific organisational challenge. This consists, firstly, in identifying where these skills can be found internally, via direct recommendation with a subsequent 3 dimension assessment.
The assessment will identify the hard skills, soft skills and the behavioural profile (work profile) of employees, highlighting the main strengths. It is worth mentioning that the skill identification process is dynamic and continuous, in that / meaning(provided) the (necessary) skills themselves evolve quickly too.
This first phase is called Mapping, based on the fact that we do the mapping of capabilities and talents of the employees.
On the next phase, called Matching, we create the UPTEAM M&M, comprised by the distinct strong skills of each employee, which complement each other in order to create a single and powerful team.
When constructing the teams, we will also take into account the profiles of their different members so their operation can be enhanced.
Finally, it is important to guarantee their operation. This aspect will be (guaranteed) assured once the team’s dynamic has been observed – UPTEAM in action, as well as through the streamlining of the different roles and responsibilities and the definition of the respective “modus operandi”.
Training initiatives centred on teamwork may complement our approach so as to increase the effectiveness of the UPTEAMS M&M and promote the creation of a true High Performance Team.
What we can achieve
With the creation of the UPTEAMS M&M, organisations could enjoy several types of benefits:
Better and bigger results, deriving from a greater organisational agility and efficiency achieved through this type of teams, which intervene with precision in the resolution of the challenges which they face.
A bigger commitment of the employees in aligning their skills with their individual motivations. This makes them active agents in the development of their own professional path.
A bigger organisational empowerment, provided by a deeper involvement of the team’s members in the process of decision making and a consequent increased… (the higher involvement of the members composing these teams in decision and the increased) accountability regarding the final result.
The leader self-development programme aims to create an authenticity culture in teams and organisations
The role of the leader as culture development agent within the organisation
These days, leadership has been one of the most debated and laboured themes for organisations. Since the development of leaderships based in specific styles, as well as the types of leaders, the necessary skills for leadership have been permanently reassessed and reworked in recent years. This is often achieved by linking them to trends and models which don’t always reflect the reality of organisations, teams and the leader himself.
In that case, what is the role of the leader? Which skills does leadership demand? What is the action of the leader in the development of an organisation’s culture? What impact does the style of leadership have? There are a lot of questions that still lack a conclusive answer, maybe because leadership itself is also a continuous and living process, which adjusts, shapes and reinvents itself permanently. More than mastering the basic skills, the leader must go above and beyond in his action. He must question and doubt himself. He must have a self-conscious process to achieve his self-development and to build a culture around him.
It is in this context that the SPIL programme comes in. By rethinking these questions about a differentiating approach – the vulnerabilities – a differentiating and enriching perspective is created for how a leader can develop himself and… the team, creating along the way (and how he can create) an authenticity culture which spreads to the rest of the organisation. SPIL does not work on the basic skills necessary for leadership, but the incentives which can be used to that effect. It intends to create a leadership in where there is no directing, no enforcing, no pressuring… Instead, there are incentives! Intends to know, understand and facilitate the incentives the team needs to go above and beyond in its development and for the organisation’s results on multiple levels.
The SPIL programme
It has three phases:
- Selfie Report: moment prior to the programme in which a diagnosis of each participant is carried out, based on their vulnerabilities, in order for them to be integrated in the SPIL.
- Deep Program: in (pulse), inner (pulse), our (pulse). Three-day workshop for developing SPIL tools and methodologies.
- Call2Action: individual monitoring/coaching period in the professional daily routine to implement the programme.
It is a differentiating programme, with an Inside-Out methodology and specific tools in a continuous reflection-action programme, in which the leaders’ sphere of action (action sphere of the leader) is worked on. It is developed based on authenticity and vulnerabilities, given that these are viewed as the (a) starting point for the process of self-consciousness and self-development. In SPIL, the vulnerabilities are treated naturally, with the need to be revealed and resolved, in a safe way and with the commitment of everyone involved in a trustworthy environment.
SPIL: The programme in three stages
Through the action of the SPIL Leader (programa ou a pessoa?), we believe that:
- It will promote a bigger team engagement.
- It will focus on the continuous individual self-development, making the assessment process more agile and effective.
- It will develop a culture of sharing, awareness and accountability for all regarding common goals, through the “spread” in its action sphere.
- It will grant a greater “elasticity” of the leader’s role in relationship and emotional management within the various levels of the organisation.
- It will promote suitable innovative practices for the different organisational spheres (practices), based on an authenticity culture brought by a consistent methodology.