To give you more of a feel for what we mean by group analysis and the level of detail that is useful, below is an example. It is not complete, but hopefully as you read you will begin to get a feel for what the group is all about and how it is working.
Group Title
The Special Projects (Virtual) Team
Group Definition
Those who regularly work on special one-off projects related to strategic business development. While the main team sits within the organisation structure reporting to Operations Director, the group here extends to certain individuals in other teams who regularly work on these projects. Often these people show more affiliation with the projects team than with their own or team.
History / Development Stage
Created 2 years ago to handle the expansion strategy that required regular tendering for strategic partnerships. Since then, as the division has grown, the projects undertaken by this group has diversified, along with the numbers of people involved.
Agenda / Purpose
To execute important strategic projects and succeed in growing the business profitability. The underlying purpose seems to be to influence all parts of the business and all key decisions.
Structure and Organisation
As a formal team the structure is quite simple – seven people reporting to the team leader. However, of more interest is the way they organise around specific projects that they undertake. This involves formal committees, working groups and so on.
Yet behind it all, the 3 main members keep close to each other and informally monitor their team progress. They are also pretty good at building relationship with their favourites around the business. In fact, they regular disappear down the pub, or arrange an evening out. And when they do, they invite others from around the business who they like.
It is also noticeable that people often pop by and talk to the team leader. I’ve heard she mentors quite a few around the business too.
Culture / Values
You are only as good as yesterday’s result sums it up. They certainly work hard and play hard. They often banter with each other about “what did you deliver yesterday”. They also seem to love working late and especially on “secret” projects. For them, the monetary result, or at least, the projected result, is king.
They also don’t like people who say no or put up objections to their plans. People who do this are often given a tough time as “blockers” or “naysayers”.
There is also a culture of favouritism. If you’re in their good books, you’ll get listened to. If you upset them (once) it’s extremely difficult to recover. There is also little tolerance for failure.
Membership
The core team is really just 3 people. They have worked together for years in different divisions. When the leader moves on, the other 2 soon follow. The team leader seems to be the spokesperson and relationship manager, David is the analyst who rams home the logic to everything they are doing and Alison is the implementer.
As a virtual team, they have been good in securing loyal support from a wide range of experts who can help them get their work done. These quite often join in more with the projects team social activities and meetings than the teams they actually live in. All members of the virtual team love the excitement that a “special” project offers, so they work hard to stay loyal to the team.
Significant Problems/Challenges
Right now their biggest challenge is that they haven’t landed a meaty project for a while now. Yes, lots that make a great deal of noise, but none that have had a big impact on the bottom line. They also look like they are over resourced.
Where is it going wrong?
To be honest, to many it now looks like they are working hard to great work and thus justify their continued existence. It could also be said that they have also stunted “ordinary” projects because they are not exciting enough, even though they make a good contribution.
Trends and changes
For many years they have been growing, both in head but also in their virtual network, however this is starting to decline. Talented virtual team members are now starting to look elsewhere for excitement and development opportunities.
Internal opinion
Internal opinion is heavily influenced by the Sue (the team leader) and David (the analyst). You have more chance of getting away with David disagreeing, but only just. At the end of the day, people have an emotional loyalty to Sue and a logical respect for David. When both are pushing in the same direction, which is most of the time, changing direction is hard work.
The other member of the inner circle, Alison, does not directly influence group opinion, but David and Sue take a great deal of notice of what she has to say. Overlooking that influence is risky.
Internal conflict
Very little because of the close working relationship of the 3 core members. Lesser people jockey for position and visibility so there is a little competition but this doesn’t affect the workings of the team.
What is going really well?
They still have an awesome capability, but nothing to do with it.
What are its achievements?
Over the years they have been instrumental in a lot of big developments for the unit as a whole, even though they haven’t landed any big cases yet. They have also been hugely influential in the strategic direction the business has taken.
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