Network Teams

Network Teams

The team has always been integral to the traditional hierarchical business model, but, as organisations shift towards agile operating models, workforces are now expected to work through flexible, scalable networks of teams.

Networks are a natural method to organize output because they balance individual freedom with collective coordination.  Overhead is reduced as the organisation gains the flexibility to create and disband project teams as necessary.  A contingent workforce is essential in leveraging this agility.  In turn, there is an increasing requirement upon leaders to understand human networks, both business and social.

Replacing a hierarchical model for an organic, leader-centric model allows for greater collaboration and organisational health.  When pressure is applied, team networks react by being more than just robust, their performance actually improves as more pressure is exerted.

Promoting Multidisciplinary Collaboration

Managing people and work within a network means far more than just creating agile workplaces and scheduling scrum meetings.  It means changes to the ways that organisations allocate budgets, train people and reward workers, in addition to cultivating greater collaboration at senior leadership levels.  And it means radically changing career models to engender worker mobility within the organisation, enabling the right people to be on the right team, at the right time.

Networks of teams that promote multidisciplinary collaboration and empowered decision-making, with the ability to augment, reduce or adapt disciplines with no downtime, lead to increased capacity, and therefore tangible improvements to output quality and cost management.

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