For any organization been in the industry for more than 4 years with a sustainable revenue, an eye will always be towards building up a product which can generate continuous revenue with lean resource setup. This rule doesn’t apply merely to a service based company but applies even for a product based companies. It’s a continuous process where innovation drives the business motto.
Google set up it's search engine which revolutionized the way www is used. But however, it never stopped over there, even to date it is just one business in operation under the name of parent company “Alphabet”. It is from this company number of revolutionary ideas popped out like YouTube, Chrome, Android and they haven’t stopped being there, there many other crazy things being done.
If you can see from the innovators of the industry, there has always been a consistent effort towards innovating without disturbing their core business.
Service at the core, innovate at the Edge
Having said that, there is another critical factor for this innovation to happen and sustain. How do you build a team which stays along with the success and failures and further sustain the continuous process of disruptions? It’s a no-brainer that disruptions do not happen with a decisive plan of “How you want to go ahead?” but often driven by “Where we want to go!”. it’s a path which could be termed as “Dynamic in execution” with small targets to be achieved(Build-Measure-Learn).
More often to build a team with such a dynamic environment is a troublesome affair as the commitment of each member or to be rightly stated they are the owners who could make this innovation possible.
I negate from industry experts who feel there isn’t a much difference between a service team and a product team and they are to be treated likely to be same. Nothing to take away from the skills of individuals but from the perspective of what they are chosen to build does differ the way you nurture your teams. The way products teams are built can be replicated to a Service model to yield higher benefits, but the replication of the service model is often highly risky.
During this blog series, I will try and emphasize the points which can contribute towards building successful teams which are meant to deliver and how they differ from service models. I would classify this blog series into four important aspects,
- Choosing the Right Team
- Holacracy Culture
- Driving Head
- Nurture Teams
Everyone is open to putting forward their comments, likes, and dislikes. What I have learned and applied during my experience as a Product Line Head responsible for building Innovative products right from the idea stage to building teams which can deliver high-quality outputs and carry out sale in the market have been drafted here.
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Willing to learn and explore more!
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