Sarcasm. Cynicism. Escapist. Defeatist. Deserter. Growup. Wakeup.
I decided to turn a new leaf. For once. And show all those who showered such encomiums on me, see me for what I am.
One who easily caves in. And wants to do the right thing, once, just once in life. And then hopefully, life will be as usual.
So here I go digressing from my chosen path. Trying to give actionable spiel. Straight and Simple. Take it or leave me to do my thing.
Imagine starting a new function/team – Alliances & Partnerships, Employee relationship management, Analytics, Talent grooming etc. You believe it can add tremendous value to your organization. You are unsure if it will be accepted fully by other stakeholders it is expected to support. You do not want to be seen aggressively pushing it, as it may lead to resistance and you may be pulled in once too often to sort things. You do not want to rock the boat, lest it upset the current state of affairs. You are sure though that once the new function/team proves its worth; functions will become more receptive to leaning on it. What do you do?
Here are my two bits:
- Invite all stakeholder functions, the new team is expected to support, for a meeting
Ask the stakeholder functions to list 2 projects each, they want outsourced if budget and external agency were provided to them
The characteristics of these challenges must be that they
Are not yet initiated by the respective teams due to lack of
- Internal resources
- Can be completed in the next 3/6 months
- Require the skill/expertise of the new function/team that is created
- Are value-adding and not cosmetic in nature
- The value-addition can be quantified
Ask the various stakeholder functions to chose 1/2 projects from the total listed basis their
- Criticality to the organization
- Involvement/interactions with multiple functions etc.
Ask them to identify success metrics for the same
- Introduce the new team formally – Outline the vision for the new function; its key objectives; contours of its role and responsibilities; skills; experience etc.
- Tell them that the new function will lead the identified project(s)
- Ask those stakeholder functions whose project it is to nominate a Single Point Of Contact from their function to facilitate inputs
- Schedule a review mechanism till the end of the project
- Invite the new team to take the project forward
Here the assumption is that reason-whys for setting up the new team is clear in the top management’s mind. And the decision is taken after satisfactorily answering certain key questions like:
- Is there a need for a new team or support function within the organization?
- What does it do that cannot be done by one or any of the teams in the existing set-up?
- How does the new function help the organization? Will its impact be incremental or a long lasting game-changer?
- Are there initiatives / projects that it can take up and execute over the next few years or is it like setting up a task force?
Will it work? I don’t know. Is it worth trying? I believe so.