Think One Team, 3rd Edition

chapter 7one team culture

The Lollies on Parade! crisis reminded O’Donnell's that the company could still move fast when the need arose, and Nick saw the same sense of urgency and teamwork in the cross‐functional team that would launch The Big Jelly Bean Team Project.

The team comprised ten members who would play the role of leaders and advocates in a ninety‐day initiative to engage people from across the business and define how best to embed one‐team thinking and tools.

The One Team Culture approach would become the standard way that leadership and cross‐functional teams tackled business‐change projects.

getting started

A feature of the One Team Culture approach is that, at the outset of the initiative, the sponsor and leaders define the scope of the initiative, the essential one team behaviours and practices and the desired return on investment. This information guides the implementation, including allocation of roles and choice of tools.

As Project Leader, Judith used the checklist of items provided by the facilitators to consult with each of the team members and with Jenny before settling on the top three items:

• a clear and achievable transformation plan
• enhanced staff engagement
• increased leadership capabilities.

She then uploaded these items into an online project tool which would provide a collaboration space.

shared language and tools

In a two‐day induction workshop the participants learned the language and collaborative practices that would play an important ...