There's an interesting dance between, you know, what the source of that idea had envisioned and had in mind and what the team learns by actually doing activity and market validation. And so I think there's an interesting, and this is where people in like more formal leadership roles don't always get out of the way when they see the idea. They hold too fast to the vision in mind rather than letting the creative process and market validation inform what it might be.
Picture it: Your company’s landed on an important and shiny new project and it needs a team to bring it to life. Cue the barrage of big questions—questions like: “So…who’s on this team? What support will they receive? When will they meet? Wait, is this extra work or something different?”Welcome to the wonderful world of cross-functional teaming. Standing up a cross-functional team is a place where plenty of organizations stumble—because it’s asking most systems to play a game they aren’t designed to play well.
In this episode of Brave New Work, Aaron Dignan and Rodney Evans team up (see what we did there?) to answer questions like:
- How should cross-functional teams—as well as the projects they work on—be chartered?
- Should the size and scope of an idea impact how a team is designed?
- What level and kind of authority should cross-functional teams be given?
- What are the first moves cross-functional teams always need to make?
- How can we bake experimentation into this cake?
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