Teamwork Case Study
The company was facing an impasse on a national scale, complications on every side, and a non-negotiable deadline for tax compliance.
The Solution: Recognizing that only the senior management saw an urgent need for resolution of the impasse, Team Results asked the company to send key managers and opinion leaders from the three most-affected departments – dealerships, finance and I. – to a 2½-day customized program at a neutral location.
The company was built around a core belief that a strong business is built by strong employees.
“Recognize that there will be failures, and acknowledge that there will be obstacles.
Realizing that companies, like IBM, were selling computers for as much as ,000 made from 0 worth of parts, Dell had an idea – cheaper computers and better customer service.
But DELL Computers was built on more than just affordable computers.
HR Manager for Manufacturing, client The Need: A globally-known car maker needed its dealerships to freeze sales during a long weekend so that the system could be overhauled to meet new tax regulations.
The dealerships met the request with a hostile and angry refusal.
This also allows management to easily review performance and identify areas of weakness that may need their attention. ” – Dell Terrapin Adventures is conveniently located in Howard County, Maryland, between Baltimore and Washington DC.Dell realized that aligning teams toward a common objective and creating the same incentive system across the entire company would help direct everyone’s talent toward creating value for customers and shareholders.”1A little healthy competition can be a good thing.At DELL, people work in teams of two to receive, manufacture, and pack orders.Team Results helped us turn a near-disaster into a triumph.We needed not just talk, not just analysis, but action and results.While there are reports of major improvements with agile development over traditional development, many teams still strive to work effectively as a team.A multiple case study in two companies discovered challenges related to communication, learning and selecting the tasks according to the priority list.For example, the fact that the developers were not actively involved in the planning process, resulted in weak team orientation; even though the teams had identified and discussed recurring problems, they found it difficult to improve their teamwork practices; and because customers and support communicated tasks directly to the developers and developers chose tasks according to interest and expertise, following the priority list became difficult.We provide practical suggestions for teamwork in agile software development that intend to overcome these problems and strengthen team orientation and team learning in order to achieve effective agile teams.An academic paper was written on this work by Team Results and delivered at Johns Hopkins University, leading to a collaborative project in cutting-edge team dynamics research with UCLA.This paper, and further information on current Team Results’ thought- and practice- leading research activities, can be found in the News Room section.