DEMO Teamdriver team report Tyrell corporation

Teamily

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Show how

this team

will solve

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TEAMDRIVER TEAM REPORT

Tyrell Corpora.on

November 2016, Raimo van der Klein89%

SUCCESS SCORE

TYRELL CORPORATION, Published November 2016 2

For our children Elisa Lola Ruby Yoshi Fletcher Seb Kaya Dena Mariko

The children of Raimo van der Klein, Maarten Lens-FitzGerald, Gawin Dapper & MaQhijs Draijer. The founders of Teamily, the company that created TEAMDRIVER

A Teamily Publica.on www.teamily.com/report January 2017

http://www.teamily.com/report


MANAGEMENT SUMMARY

Teamily collected data about the TYRELL CORPORATION team using the TEAMDRIVER SNAPSHOT. The analysis of the data resulted in the following:

This team is a CONNECT TEAM. A team that will most likely excel in crea.ng context for things to happen. This team is great in iden.fying opportuni.es, building safe teams, search for meaning, u.lize full poten.al and create commitment to start. Is has a strong connect “muscle”.

Challenge for the team is when a project arrives in the construct quadrant. It is hard for the team to explicitly start the construc.ng of solu.ons. Yet as the “product” becomes more tangible the team is becoming more fit to drive it through “birth”. The eye for detail and beauty is there to assure that produc.on is done professionally. The following challenge is Operate. They may not feel the responsibility of working the solu.on towards and into a las.ng organiza.on.

The success score of the team is very high: 89%. This indicates a strong team well capable of being autonomous and self steering.


INDEXManagement Summary

Introduc.on TEAMDRIVER Wheel of Challenges Team Constella.on Team Type Challenge An.cipa.on Team Preferences

Team Succes Score Team Succes Score Details

TEAMDRIVER Quadrant Descrip.ons TEAMDRIVER Challange Descrip.ons I TEAMDRIVER Challange Descrip.ons II

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6 7 8 9

10 11

13 14

21 22 23

S

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T E A M

A.

PROJE

CT O

RIEN

TATI

ON

TEAM TYPE

TEAM CONSTELLATION

SUCCESS INDICATOR

TEAM SNAPSHOT

TEAMILY PRO PROFILECHALLENGE MAPPING

To create a holis.c team snapshot of any team requires to see the team from the three main perspec.ves that influence the team: A. THE TEAM (the whole) B. THE TEAM MEMBERS (the parts) C. THE PROJECT (the purpose)

P RO F I L E SP ROJ EC T

C. B.


An ensō is a circle that is hand-drawn in one or two uninhibited brushstrokes to express a moment when

the mind is free to let the body create.


Welcome to the TEAMDRIVER TEAM REPORT for TYRELL CORPORATION team. It’s the result of analyzing data collected using the TEAMDRIVER SNAPSHOT survey filled in by all team members of the TYRELL CORPORATION team.

The report consists of a Team ConstellaAon. A unique mapping of the team on the 4 quadrants and 16 challenges TEAMDRIVER dis.nguishes in all projects. With this constella.on insights are dis.lled about how the team is prepared to tackle various project related challenges. These team insights are shared as the Team Type, Challenge AnAcipaAon and the Team Preferences. Lastly the Team Success Score is provided. This gives insight on the chances of success of the team in their projects.

Before we go into the report will present you with a short descrip.on of the TEAMDRIVER Challenge Wheel with the 4 Quadrants and the 16 challenges. This is the founda.on used in all parts of this report. At the end of the report the quadrants and challenges are described in detail for your reference.

INTRODUCTION


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Createintelligencefor the

organization

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achievingsu

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successrepeatable

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a clear mission

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your results

until you reach

success

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to build

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Operate

your solutio

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this team

will solve

the problem

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The wheel on the lem depicts the sixteen challenges that together describe one full cycle of Change. It is a model to acknowledge that all sixteen challenges need to happen in order for something to transform. There is a natural order in which things are structured and unfold.

There are four quadrants which each consist out of four challenges. Each challenge starts with a clear lacking which are fulfilled with a gim(output) that is passed on to the next challenge.

The challenges each have their own name and are described in the following sec.on. A list:

Time to Connect RECOGNIZE, define what is lacking clearly. ENERGIZE, put together the team. ENVISION, show how the team will solve the problem. COMMIT, free up resources to build op the solu.on.

Time to Construct START, define a clear mission. PLAN, make a plan for achieving succes. CONCEIVE, design the solu.on. CHOOSE, choose the best design.

Time Conquer MANIFEST, make your solu.on available. INTERACT, create trac.on towards your solu.on. OPERATE, operate your solu.on. WIN, improve your results un.l you reach succes.

Time ConAnue ORGANIZE, make succes repeatable. MONITOR, create intelligence for the organiza.on. MAINTAIN, iden.fy and deal with threats to the results. DEFEND, protect the organiza.on.

Each challenges has a dis.nguishable state that will help achieve results. When you map your project to its challenge and get the team in the appropriate state results will be beQer. Details if all challenges and quadrants are at the end of the report.

TEAMDRIVER WHEEL OF CHALLENGES

TYRELL CORPORATION, Published November 2016

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organization

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achievingsu

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successrepeatable

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a clear mission

Improve

your results

until you reach

success

Free up

resources

to build

the solution

Operate

your solutio

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this team

will solve

the problem

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On the lem the TYRELL CORPORATION Team Constella.on. It is mapping of the team on the 16 challenges based on their challenge match. The size per each challenge part indicates how well the team maps to that challenge. People have a primary mapping and a secondary mapping which, when combined, results in the Team Constella.on. The primary match of each member is shown in the constella.on visualiza.on.

Below the top 5 matching scores for each team member on which the constella.on is based. See the details challenge descrip.ons at the end of the report for more informa.on on the specific challenges.

TEAM CONSTELLATION

RICK

ELDON

RACHAEL

ROY & PRIS

ELDON TYRELL Envision 80% match Commit 75% match Manifest 65% match Energize 65% match Defend 60% match

RACHAEL Defend 70% match Maintain 65% match Commit 65% match Recognize 60% match Manifest 55% match

ROY BATY Energize 89% match Recognize 75% match Envision 75% match Choose 65% match Interact 65% match

PRIS Energize 65% match Recognize 60% match Envision 60% match Choose 60% match Commit 55% match

RICK DECKARD Recognize 70% match Maintain 65% match Energize 65% match Interact 60% match Commit 55% match


The TYRELL CORPORATION team Amsterdam is a CONNECT TEAM. This is where the team matches the strongest.

CONNECT TEAMS excel in crea.ng context for things to happen. They are great in iden.fying opportuni.es, building safe teams, search for meaning, u.lize full poten.al and create commitment to start. These teams hold .me and space in order for things to emerge.

CONNECT TEAM CONSTRUCT TEAM

CONQUER TEAMCONTINUE TEAM

TEAM TYPE


START CLIFF

OPERATE CLIFF

CONTINUATION CHALLENGE

CONSTRUCT CHALLENGE

CONNECT MUSCLE

MANIFEST MUSCLE

An analysis of the Team Constella.on results in the Challenge An.cipa.on. A predica.on of where the team will be strong and where it will be weak.

CONNECT MUSCLE: The TYRELL CORPORATION team has a very dominant quadrant which is Connect. This makes them a great proxy to start “change”.

START CLIFF A clear drop between the Commit challenge and Start challenge makes it hard for the team to embody success. The rebel like ability is missing to kickstart a fresh team to start working towards a solu.on. The team is never really born as this challenge is not incorporated in the rou.nes of the team. This all results in the crea.on of concepts yet it lacks commitment or results and success. The result now lays solely on the shoulder of the “product” and not the team.

CONSTRUCT GAP In general the Construct quadrant has a rela.ve low score making it hard for the team to reserve .me to do “deep work”. This is the type of thinking needed to come up with smart and effec.ve solu.ons.

MANIFEST MUSCLE As the “product” becomes more tangible the team is becoming more fit to drive it through “birth”. The eye for detail and beauty is there to assure that produc.on is done professionally. Here the team is strong.

OPERATE CLIFF The team will find the Operate Challenge hard. It may not feel responsible for the opera>on and succes of the project. This is closely related to the Start Cliff and a lack of team iden>ty on a project level.

CONTINUATION GAP The lack of con>nua>on muscle creates an atmosphere of trea>ng every project as unique. This will result in a rela>ve high cost per project as efficiency, rou>nes, process are not geFng the aGen>on needed to be a sustainable stable team.

CHALLENGE ANTICIPATION


TEAM PREFERENCES

The collected data gives insight on the teams preferences on how it sources energy, gathers informa>on, makes decisions and relates to the world.

KING OF WORDS (1) The TYRELL CORPORATION team derives both energy from external sources as from inside. This makes the team a well connected en.ty able to perform both “off-stage” as “on-stage”.

BE FRESH NEW AND ORIGINAL (2) There is a clear preference in how the TYRELL CORPORATION team gathers informa.on. Mostly they rely on their intui.ve skills to derive meaning. This higher abstrac.on level is very useful in innova.ve and explora.ve projects. Yet once confronted with projects or cases focused on the improvement of exis.ng results or projects focused on reac.ng or responding to exis.ng condi.ons it might be harder for the team to fully commit.

BEAUTY ABOVE BRAINS (3) Also here a clear preference for the team to let the “right side” of the brain lead which is a great quality to create a safe context for projects to emerge. Yet it might be working against the team in stages when concepts need to be exposed to fric.on in order to improve the quality.

STRUCTURE & FREEDOM (4) The TYRELL CORPORATION team is well balanced when it comes how it interacts with the outside world. Being both opportunis.c to the condi.ons that have unfolded and also being structured and following agreed plans.

INITIATING EXPRESSIVE GREGARIOUS ACTIVE ENTHUSIASTIC

CONCRETE REALISTIC PRACTICAL EXPERIMENTAL TRADITIONAL

CASUAL OPEN-MINDED PRESSURE-PROMPTED SPONTANEOUS EMERGENT

RECEIVING CONTAINED INTIMATE REFLECTIVE RESERVED

ABSTRACT IMAGINATIVE CONCEPTUAL THEORETICAL ORIGINAL

EMPATHETIC COMPASSIONATE ACCOMMODATING ACCEPTING TENDER

SYSTEMIC PLANNING EARLY STARTING SCHEDULED METHODICAL

1. SOURCE OF ENERGY 2. INFORMATION GATHERING

3. DECISION MAKING 4. WORLD RELATION

LOGICAL REASONABLE QUESTIONING CRITICAL TOUGH

44%56%

28%

72%

16%

84%

48% 52%


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G R E AT T H I N G S I N B U S I N E S S A R E N E V E R D O N E BY O N E P E R S O N , T H E Y A R E D O N E BY A T E A M .

S T E V E J O B S


TEAM SUCCESS SCORE

AUTONOMOUS TEAMS

MANAGED TEAMS

COACHED TEAMS LEARNERSPERFORMERS

STARTERS

89%

CHAMPIONS

OVERALL SCORE

A key ques>on a lot of teams have is how strong they are. This is measured with the Team Succes Score. The one number on the leV depicts this.

The TYRELL CORPORATION team scores 89%. This is a very high number which is not seen oVen. It means this team is very strong. It is very capable to be autonomous and self steering. It can handle a lot and is able to create strong results.

A score under 25% represents a young team just star>ng up and needing a lot of management. It indicates almost a haphazard group of people coming together for the first >me. A score between 25% and 50% indicates a team that may be young yet is gaining strength and is learning. It is a func>oning team with management. Between 50% and 75% are the performing teams. These teams need more coaching than management. Scores between 75% and 100% mean the team is very strong and doesn't need a lot of management.


The TEAM SUCCESS SCORE is comprised out of four parts as shown below. Each of these parts comprise of 4 individual statements which can be seen in the following pages. These individual scores give direc.on where to take ac.on in order to raise the total team score.

TEAM SUCCESS SCORE DETAILS






Character for “nothing”; Mu

DEFINE WHAT IS LACKING CLEARLYIn the Japanese language there is the word Mu, which means “lack off” or “not having”. It is a highly complicated word that can be used in the moment a “yes” or “no” answer to a ques.on is inappropriate.

It is used when we have not yet found a form (noun, thing, technology, meaning, idea) for something. It is too early for a yes or no ques.on. We are s.ll in the stage of lacking. It is this “pre-binary” stage in which emergence occurs.

Change starts the moment there is an apparent need (a disharmony). When something is not there. When something is lacking.


REFERENCE MATERIAL


TIME TO CONTINUE This quadrant it is about organizing resources in such a manner that results can be repeated. Re-ordering resources is the con>nuous ac>vity happening within this quadrant. External events (threats) trigger responses

Purpose Define how it is valuable in order to con>nue

Forms Headquarters, Departments, Offices, At your Desk

Remember • Teamwork and collabora>on • Managing resources and reac>ons • Success through monitoring and responding Response oriented

(searching con>nua>on) Answers the 'when?' and 'who?' ques>on in your project

• Reorder something.

TEAMDRIVER QUADRANT DESCRIPTIONS When working with TEAMDRIVER the quadrants describe change in 4 parts. Its a general view of change and how each stage can be experienced, described and felt.

TIME TO CONQUER In this quadrant the solu>on needs to quickly get into func>on. Connec>ng supply and demand. Focus on output and results. Establish clear goals and have discipline. Find paGerns and build rou>nes. Create success moments.

Purpose Establishing the transac>on and have the results emerge

Forms Shops, Marketplaces, Trade fairs, Media

Guidance • Constant adapta>on • Managing tasks and output • Success through repe>>on and results, • Result oriented (searching value) • Answers the 'what?' ques>on of your project • Reframe something

TIME TO CONSTRUCT In this quadrant the team operates 'off stage' and is in process of valida>ng many assump>ons and theories on how to best u>lize the available resources to solve a problem

Purpose Define how it is unique and have the solu>on emerge

Forms Accelerators, Labs, Incubators, R&D

Guidance • Survival of the strongest • Access to resources and input • Success through arguments and choosing • Solu>on oriented (searching func>on) • Answers the 'how?' ques>on of your project Re-invent something

TIME TO CONNECT This quadrant is about crea>ng a temporary safe space in which people can connect and develop commitment to a project. In this quadrant teams emerge.

Purpose Establishing the rela>on and have the team emerge.

Forms Co-working space, Mee>ng rooms, Network events, Hackathons

Guidance • Everybody is equal (no hierarchy) • Holding space and open the conversa>on • Success through shared beliefs and commitment • Rela>on oriented (searching similari>es) • Answers the 'why?' ques>on of your project • Re-define something

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START: Define a clear mission. In this challenge the team is born and the mission becomes apparent. The market and success points are defined. The journey is born.

Task Agree on the 'journey' your team is signing up for.

Guidance • What result needs to be accomplished by this team in order to succeed in their mission? • Find your market. Who is it that needs your solu>on?

PLAN: Make a plan for achieving success. In this challenge you come up with the plan that describes how the team can reach success.

Task Define the hero (product) of this team that will bring success.

Guidance • What 'magical' new thing needs to be created in order to get the results? • What is the func>on of this 'thing'? • What does it do (verb)?

CONCEIVE: Design the soluKon. Without 'means' one cannot achieve 'the end'. In this challenge you conceive of the solu>on that will bring the team success.

Task Make viable designs that show how the product will func>on,

Guidance • Share how the product will func>on. • How do you prove the solu>on will work?

CHOOSE: Choose the best design. In this challenge we ques>on our assump>ons about the 'solu>on'. All details about the design need to be discussed. Here, only one rule applies: the strongest design wins.

Task Finalize the discussions about what to build or make. Choose one of the op>ons to go forward with. Time is >cking.

Guidance • Share a link where the final product designs and requirements can be found. • Have you tested many alterna>ves before deciding on this final list?

TEAMDRIVER CHALLENGE DESCRIPTIONS I The most granular descrip.on of change are the challenge descrip.ons. In this sec.on each separate challenge is named, described and the task is given plus guidance on how to approach it. This is the first half of challenges, from Recognize to Choose.

RECOGNIZE: Define the problem clearly Change starts by recognizing that something needs our aGen>on. In this challenge you iden>fy the thing that needs to be worked on.

Task Something is the topic of your discussions. Describe what it is.

Guidance • What is it that needs aGen>on? • Describe the problem here in a way that even outsiders can understand it.

ENERGIZE: Put together the team. In this challenge, the problem has been iden>fied and you want to explore the cause of the problem, find possible solu>ons, and act on them. For that, you'll need a team.

Task Invite your team members. Is your team complete? Than you are ready to complete this challenge.

Guidance • Is everybody okay with this team? • Is everybody excited to work on this project?

ENVISION: Show how this team will solve the problem. In this challenge we create a vision of the future in which the problem is solved, along with how it was achieved. This will show the poten>al and importance of star>ng this project.

Task Create a shareable piece of content that shows how this team will solve the problem.

Guidance • Every team solves the same problem in a different way. What is the DNA of your team? • Make sure that the vision represents this team.

COMMIT: Free up resources to build the soluKon. In this challenge you free up the resources you need to work on the problem.

Task Nego>ate and close the terms, condi>ons and resources needed to get started.

Guidance • List the resources that need to be freed up. They could be >me, people, assets, budget

or all of the aforemen>oned. • Submit the document where the contracts can be found.


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TEAMDRIVER CHALLENGE DESCRIPTIONS II This is the second half of challenges, from Manifest to Defend.

MANIFEST: Make your soluKon available. In this challenge you will finally make your product available. It's about composing, producing and using resources (>me, money and energy).

Task Make your product available to the market.

Guidance • What is the (final) name of the product? • Enter the des>na>on(s) where your product is available.

INTERACT: Create tracKon towards your soluKon. In this challenge it's about building the market demand for your product.

Task Create desire (pull) for your product.

Guidance • Define the elements that create aGrac>on. • Show that you have trac>on through customers, downloads, users or whatever metrics apply for your solu>on.

OPERATE: Operate your product. In this challenge the product is opera>onal. Tasks are becoming apparent. Results start coming in. The product is 'in func>on'.

Task Run 'the machine' together and create results.

Guidance • What are the key tasks that need to be performed in order to deliver the product promise? • Prove your solu>on is working. Enter a data point that represents that you are now actually solving the

problem.

Win: Improve your results unKl you reach success. This challenge is about finding the magic formula for success. Try out different formulae to increase results un>l the team finds real success.

Task Describe the winning formula that generated the desired results.

Guidance • Which elements are part of your winning formula? • Prove your solu>on is successful. Enter the realized result that represents success.

ORGANIZE: Make success repeatable. Now that results and rewards are predictable it's >me to organize yourselves in order to maximize the possibility of repeated success.

Task Create a clear organiza>on of all the necessary resources.

Guidance • How do you order or rank your resources? • Enter link where the processes, flowcharts and org charts are documented.

MONITOR: Create intelligence for the organizaKon. In this challenge the key is to determine whether everything is running, as it should to ensure con>nued success. KPI's are established and monitored.

Task Create a bird's eye view of the opera>on and see how everything and everybody is doing.

Guidance • What are the key KPI’s that need to be monitored regularly? • Make a dashboard that provides the metrics in an easy-to-read fashion.

MAINTAIN: IdenKfy and deal with threats to the results. In this challenge everybody is working hard in order to maintain the results. This means many projects are born and teamwork is key.

TaskCreate a structure that allows for the iden>fica>on, priori>za>on and solving of threats.

Guidance • List the current key threats to the results. • How do you organize project management or maintenance?

DEFEND: Protect the organizaKon. Results become unpredictable and more and more resources are used to fix problems instead of geFng results. Threats need to be dealt with and resources need to be sacrificed.

Task Iden>fy elements within the system that are not proving valuable anymore.

Guidance • What are you leFng go? Be thankful - your team has come far.


S U R F C H A N G E .


CONTACT DETAILS

Teamily John M. Keynesplein 12-46 1066EP Amsterdam [email protected]

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Leadership & Management

DEMO Teamdriver team report Tyrell corporation