How can the team at the top better support a team-based organization?

Exploring the C-suite’s role in creating a more agile organization

Posted by Stacey Philpot and Joan Goodwin on September 12, 2019.

The shift toward team-based work is well underway, with nearly one-third (31 percent) of respondents to our 2019 Global Human Capital Trends survey saying that “most” or “almost all” work is done in teams. Given the rapid pace of the external environment and the complexity of organizational work, it isn’t surprising that solutions require multiple people working in various teams across the organization. In fact, when most employees are asked how many teams they are on, you’ll often hear 5, 10, even 20 distinct teams that are active in their day-to-day lives. The C-suite hasn’t been immune to this need. From working as a team themselves to enabling teaming in the rest of the organization, the C-suite has a big role to play in enabling a more agile and collaborative organization.
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Shifting to high-performance teams without stalling out

Posted by Tiffany McDowell on September 11, 2019.

If working primarily in teams is the future of work—and we think it is, given today’s rapidly changing, unpredictable, complex challenges—then organizations need to be set up to enable and support teaming. It’s more than bringing together a smart group of people to work on an identified challenge, it’s about unlocking the power of the group. How you define the mission, who you assign to the team, the resources you give them, the collaboration tools you provide, and the organizational support you offer—all of those things are essential to building the mindset and muscle to boost productivity through teams.
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The Adaptable Organization Series

Part 4: The Organization

Posted by Don Miller and Tiffany McDowell on August 27, 2019.

In “Part 3: The Team” of our five-part blog series, we explored how high-performing teams deliver work in an Adaptable Organization. However, teams need to be allocated thoughtfully within an organization to be able to collaborate effectively together and avoid duplication of work.

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What gets in the way of a learning culture?


Posted by Julie Hiipakka and David Mallon on January 3, 2019.

Business leaders, think tanks, and HR experts—not to mention all of us at Bersin and Deloitte—have stated time and again that being a learning organization is critical to driving innovation and generating business results. High-performing organizations have what we call a learning culture, which we define in our 2010 study on High-Impact Learning Culture as “the collective set of organizational values, conventions, processes, and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence, and performance.”1 We have since described the leading practices of learning cultures in multiple High-Impact Learning studies2, and have just released Fostering a Learning Culture: Why it Matters Nowresearch findings piece that connects data across these studies to our most recent High-Impact Learning Organization research.

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Pay for performance works — Here’s why


Posted by Kathi Enderes on November 12, 2018.

“Science confirms: people are not pets,” claims a recent article.1 The key finding of this piece was also the topic of the book Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink,2 which asserts that people cannot bribe others into doing what they want. Study after study has confirmed that attempts to motivate people with extrinsic rewards to perform better, work harder, or behave differently tend to be fruitless at best—and are often counterproductive. So why do so many organizations still use the old “pay for performance” moniker? Why do they spend hours and hours designing systems to evaluate performance and differentiate performance levels with rewards?

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Becoming Simply Irresistible: Meaningful work

Posted by Josh Bersin and Burt Rea on November 10, 2017.

In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”

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On trend: Organizing around teams

On trend: Organizing around teams

Posted by Walt Sokoll on August 30, 2016.

A startling 92 percent of companies responding to Deloitte’s 2016 Global Human Capital Trends research rated redesigning the organization as very important or important, making it the No. 1 trend in this year’s report. One of the primary ways we see this organizational restructuring playing out is in the rise of teams—companies moving away from traditional hierarchical organization structures and empowering networks of teams centered around customers, products, markets, or missions.

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