To show your team that change is happening, and this project is real, the project must move from strategy to action, fast.
To facilitate this, teams must know how success will be measured, who is in charge and how teams will know when to change course.
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It's about getting people aligned and excited as to why it's even worth the hassle of going after.
Often, the cost of inaction is a greater motivator than the potential rewards. So, rather than just trying to make your team understand the size of the prize, take some time to help them understand what is at stake if you don't take any action.
Collaboration done right has tight parameters around scope, what resources are ready to be deployed and a clear understanding of who will drive the work forward after a solution is reached.
Knowing that a plan is in place to turn strategy into action will help the team commit to the project.
Be sure to include an outsider's perspective on your challenge; this is often magically revealing.
You want a diverse group of minds working against your complex challenge, as this will provide the most enlightening insight.
Collaboration requires constant nurturing, reassessment and patience.
These 'soft skills' give way to the resilience, commitment, and camaraderie needed to get a group through inevitable adversity that will appear.
We know that it leads us to better ideas and outcomes; not to mention it makes the process of work more meaningful and enjoyable on the whole. But it's a tricky thing to get right.
The argument is that while remote employees may be more personally productive, the team creativity and innovation suffer. People really need spontaneous interactions at the water cooler or break room or at happy hours to foster serendipity that drives innovation.
People who support the Office-Serendipity Theory of Innovation like to cite Jobs' views to support the idea that "most people should work in an office." But the theory suffers from anecdotal evidence of chance office encounters.
A hackathon is an intensive, often software-centric, ideation, prototyping and presentation challenge on known or unknown problems or opportunities.
It is a design sprint-like event in which computer programmers and others involved in software development, including graphic designers, interface designers, project managers, and others, often including subject-matter-experts, collaborate intensively on software projects”
...organizations need a framework comprised of these 3 key levels: