The importance of a high performing team: Quality, diversity and alignment of objectives

Abstract

Experience, ability and commitment are crucial for success, especially in the current market environment which, in the absence of reliable benchmarks, is putting a strain on established assumptions, strategies and business models. This chapter tries to reflect on the characteristics of leadership and teamwork. It highlights that in order to promote the necessary renewal of the sector and to seize opportunities - instead of suffering the consequences of the change taking place—a greater sharing of risks and rewards, together with leadership with new attributes is needed. The leader of the future must be able to create the conditions that value diversity, favour innovation, inclusion, collaboration, and enhancement of the skills of individuals and teams. He or she must have the strength and ability to delegate power, maintaining control through “soft” aspects such as the creation of team spirit, corporate identity, values and culture, rather than through the exercise of authority and contractual power. Finally, we reflect on the opportunity to vary the characteristics of a project team in relation to the development phases while maintaining total continuity and integration across the whole development process. A “virtuous” highly creative and multi-disciplinary team might be best in the Conception phase; a very structured, determined team able to negotiate in complex multiple stakeholder environments is needed in the Production phase; whereas a team focused on customer and stakeholder care should take the lead in the Go-To-Market phase.