Power of many
Indian Management|June 2020
Organisations that truly think long term invest heavily in building game-changing teams.
MUNIINDER K ANAND

Let us start by asking a few questions: Is there a need for teams in organisations? Why does it matter that they succeed? Why must they be game-changers?

A ‘team’, to a layman, is a group of players on either side in a competitive game or sport. In the corporate context, it refers to a group of individuals working in a competitive environment—motivated by the common goal to outlast competitors in the game of bagging client contracts, increasing market share, building the best products, harnessing innovation potential, and so on.

We need teams because our collective ability is greater than our individual capacities. Also, if we, as individuals, work on only our tasks and priorities without any common sense of direction, then the result will not necessarily be the one we expected when we set out.

Teams are necessary also because it is important to align individual efforts with common goals. Such alignment and coordination are critical to organisational success since teams invariably comprise all kinds of people who depend on each other for information, access to resources, and domain-, area-, and industry-specific knowledge and skills.

A ‘game-changer’, as defined by Oxford English Dictionary, is ‘an event, idea, or procedure that effects a significant shift in the current way of doing or thinking about something’. In today’s ever-changing economy, characterised by rapid shifts and dynamic trends, such as artificial intelligence, design thinking, Internet of Things, automation, and an evolving geopolitical environment, the key differentiator would be to maintain a competitive edge. What is needed to navigate successfully and stay ahead is a game-changing team, the kind that brings about a significant change in the way of doing business and doing things differently to produce tangible business outcomes.

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