CIOIT Staff & Team Building

4 Characteristics of High-Performance Fusion Teams

Cross-functional or “fusion” teams have become more and more important to keep up with emerging opportunities. Nine out of 10 IT employees reportedly participate in these teams now, but not all of them are effective. Despite the style now being common, you run a one-in-four chance of things working out as planned. How do you get these teams to hit it home? In an article for InformationWeek, Andrew Horne explains some characteristics of successful fusion teams:

  1. Coaching commitment
  2. Learning mindset
  3. Open disposition
  4. Digital acumen

How to Light the Fusion Team Fuse

The teams that work on digital opportunities rely on learning new skills to move forward. The best ways for team members to learn these skills come from learning from one another, but the current systems in place lean too heavily on individual achievement. This can be further hindered if there’s money involved because an employee may decide it’s not worth the cash. Shift the topic away from individual or monetary rewards and toward emotional rewards, such as giving public recognition of achievements.

A shift in mindset also needs to happen if a fusion team is to work. While the new skills and experiences that come from working in a fusion team might seem enticing, 82% of employees believe it will ultimately slow their careers. This means career ladders need to be rethought to incorporate more skill sets and invite more employees to take on different roles at the same hierarchical level.

Horne further mentions that having an open disposition is a good way to deal with those among you who may not be more averse to risk:

To promote a more open disposition, IT leaders must lead by example in their attitudes toward risk taking and learning from failures. The choice of metrics they use on the IT scorecard is also surprisingly important. Organizations that emphasize traditional measures of success such as on time, on budget and operational performance are sending a signal that employees should be risk averse and skeptical about new ways of working. To promote open mindsets, progressive organizations “unbalance” their scorecards and spend disproportionate time talking about measures such as speed to market, business impact and talent development.

On top of all this, Horne says that members of fusion teams need to know how important digitalization is to their company. Make digitization competency a requirement for hire and link digitization to the company’s objectives to make its presence more prevalent in the business.

You can view the original article here:

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