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Inside Innovation: Managing Cultural Diversity in Cross-Functional Teams

Inside Innovation: Managing Cultural Diversity in Cross-Functional Teams. If you want to succeed, double your failure rate!. Mainz, 8th ECCI, European Conference on Cross-Cultural Innovation Sep 3-6, 2003 This presentation has been ranked 7 out of 60 international presentations. The Purpose .

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Inside Innovation: Managing Cultural Diversity in Cross-Functional Teams

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  1. Inside Innovation: Managing Cultural Diversity in Cross-Functional Teams If you want to succeed, double your failure rate! Mainz, 8th ECCI, European Conference on Cross-Cultural Innovation Sep 3-6, 2003 This presentation has been ranked 7 out of 60 international presentations

  2. The Purpose • Get a grip on diversity and define the benefits • Look at the downside • Learn from a range of examples what transformational role diversity plays in cross-functional teams • Get an idea of how a cross-functional innovation process should be designed in order to reach maximum results

  3. High Performance needs... • An excellent project design • a really challenging task • a rewarding goal • a toolset that enables teams to learn on-the-fly • time to reflect upon the assets of the team (innovation team and facilitator team) • an assertive, flexible and functionally sound facilitation team • full commitment at Top Level

  4. What does diversity tell us about useful contexts? • Thinking Styles (KAI) • individual and group behaviour • access to problem • level of awareness due to cultural imprints • values • generally inherited traits

  5. Management Styles regarding diversity Flight Acknowledge Ignore Fight

  6. Broad scope of thinking styles diversity of topics to be dealt with free-flowing of ideas less blocked by experts open minded to share ideas capable of learning from each other highly motivated Harder to manage may be trapped into „can-do-everything“-trap need stronger filters for scrutinizing ideas may take some extra time for communication need to be encouraged by management may feel „lost“ if not supported Cross-Functional Teams: Benefitsand Downside

  7. A strong cross-functional performance needs • a well-planned project design • a really challenging task • a rewarding goal • a toolset that enables teams to learn on-the-fly • time to reflect upon the assets of the team • an assertive, emotionally and functionally sound facilitation team • the full commitment at Top-Management level

  8. Management: steer the outcome vs. Losing control Facilitators: get them to find out, what needs to be done vs. Lose contact, get caught in between Teams: do what they are expected to do vs. Afraid of moving beyond their scope The Paradox of Innovation in Cross-Functional Teams Management Facilitators Teams

  9. Process Outline (International Food Company) External Internal Innovation Projects Breakthrough CIP Task Bandwidth Product Variation Branding Design Strategy

  10. Process Outline (International Car Maker) Supplier Groups Core Team Project Managers Supervisors Lead Facilitation „Interpreter, Teambuilder, Idea Generator, „Atmosphere“ Cultures: ranging from pure handcrafted bo high-tech-business Innovation Projects Find anchors and bridges identify motivational sources, keep the process up high, enhance knowledge while working on assignment

  11. The Outcome • A managerial routine (standardized innovation process) • two feasible product development plans approved by the Managing Board • tangible idea concepts for new targets in the automotive industries • successful new organizational processes to overcome innovation bottlenecks in the company

  12. Updated Process Design Reflect Hit Prepare and Anticipate Release let go Group Values Aim Create Tension

  13. How to get most out of the process • Tasks: define, re-define, exclude sideways • People: encourage them to bring in their huge potential • Setup: very communicative, very flexible • Goals: highly encouraging, challenging • Facilitation: clear position, self-assertive, playful

  14. Summary: The Key-Findings • Do not suppose to steer throug a linear development process but rather look for a certain bandwidth • Expect turns and twists in your groups performance • Learn to let go as the team matures • Do not expect happiness (or depression) but be aware of the emotional tide in the process

  15. Presented by An international service provider fit to develop and implement novel approaches to innovation management and change Principal: Frank-Lothar Köpcke Call +49 (0)911 54 18 15 for more detailed information or send an email to innovation@creaktiv.org

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