Virtuoso Teams Research Paper
Virtuoso Teams
By Bill Fischer & Andy Boynton
Bill Fischer is Professor of Innovation Management. He began his work-life as an apprentice electrician in the New York City building trades and his professional life as a development engineer in the steel industry. He served for two years as a lieutenant in the US Army Corps of Engineers; and has also worked with the World Health Organization for more than fifteen years on strengthening research and development institutes in developing countries in Asia, Africa, the Middle East and Latin America. Bill also was the Executive President and Dean of the China Europe International Business School (CEIBS), in Shanghai. Bill writes a blog entitled "The Ideas Business" for Forbes.com and has recently author two books relating to innovation: Virtuoso Teams in 2005, and The Idea Hunter, in 2011 [both co-authored by Andy Boynton]. …show more content…
Sunde initially broke with Norsk Hydro's consensus-driven culture by publicly celebrating his team members and putting them squarely in the spotlight. He established a star mentality by nicknaming them the "A-team." Then he built the team's group ego by protecting members from intrusive scrutiny from above, giving them unlimited access to resources, and treating their conclusions as definitive.
Make work a contact sport.
Use face-to-face conversations in designated spaces to foster impassioned dialogue.
Sunde established a dedicated team room and filled it with computer workstations and other scientific and communications equipment. The space functioned as a workroom and meeting place for candid, intense discussions that let members bounce ideas off each other.
Respect the customer's intelligence. Foster the belief that your team's customers want more, not less. You'll encourage them to deliver solutions consistent with this higher
By Bill Fischer & Andy Boynton
Bill Fischer is Professor of Innovation Management. He began his work-life as an apprentice electrician in the New York City building trades and his professional life as a development engineer in the steel industry. He served for two years as a lieutenant in the US Army Corps of Engineers; and has also worked with the World Health Organization for more than fifteen years on strengthening research and development institutes in developing countries in Asia, Africa, the Middle East and Latin America. Bill also was the Executive President and Dean of the China Europe International Business School (CEIBS), in Shanghai. Bill writes a blog entitled "The Ideas Business" for Forbes.com and has recently author two books relating to innovation: Virtuoso Teams in 2005, and The Idea Hunter, in 2011 [both co-authored by Andy Boynton]. …show more content…
Sunde initially broke with Norsk Hydro's consensus-driven culture by publicly celebrating his team members and putting them squarely in the spotlight. He established a star mentality by nicknaming them the "A-team." Then he built the team's group ego by protecting members from intrusive scrutiny from above, giving them unlimited access to resources, and treating their conclusions as definitive.
Make work a contact sport.
Use face-to-face conversations in designated spaces to foster impassioned dialogue.
Sunde established a dedicated team room and filled it with computer workstations and other scientific and communications equipment. The space functioned as a workroom and meeting place for candid, intense discussions that let members bounce ideas off each other.
Respect the customer's intelligence. Foster the belief that your team's customers want more, not less. You'll encourage them to deliver solutions consistent with this higher