B10. Developing Collaborative Cultures

Organisations that encourage their employees, stakeholders and shareholders to share resources, ideas and innovations are often the ones which deliver products, services and experiences that their customers actually want.

Functional teams
The conventional, hierarchical approach.

• each function or discipline (designers, project managers, account directors etc.) should work in isolation
• good: for sharing discipline-specific knowledge as team members benefit from a cross-fertilisation (oplodneni) of ideas from colleagues working with different clients and in different industry sectors

Client teams
in the design consultancy

• individuals from a range of disciplines or functions can be organised to work together in specific client teams
• advantage: members can immerse themselves in the project problem and maintain a level of confidentiality away from other client teams
• as the teams are multidisciplinary, the client problem can be viewed from different perspectives simultaneously
• benefit: they are isolated from functional units and other day-to-day business concerns or distractions

Project teams
in a client organisation

• people from a range of disciplines or functional units can be organised to work together in specific project teams
• can generate all-important creative spark

Design and innovation
Is it possible to develop a culture of innovation, throughout an organisation, by creating separate innovation team, one that is remote from day-to-day business activities?
Or does the act of collaborating in day-to-day business concerns actually stimulates new responses to organisational challenges?

In some organisations design:

• operates as a separate resource (design team)
• is embedded within several different resources (marketing, new product development etc.)

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For Major Project

Our team was generated as a project team. We are team of different disciplines and we work together because of the similar area of the interest (the project is in this area).