Johan C. Aurik, Gillis Jonk [Archive.org URL]

It has been proven time and again that single organizations cannot really maintain a focus on being extremely cost efficient, innovative, and customer centric simultaneously. Acknowledging this implies organizing in teams that are small enough to have a single core objective, which defines their culture and ways of working. 

It’s important to distinguish between:

• Delivery teams. These manage specific assets and resources via focused organizational and leadership setups. They are likely to be productivity focused and Type X in nature, using scientific problem-solving and cognitive left-brain strengths in the pursuit of accuracy and maximum value for individual value chain steps.
• Value teams. These identify and drive value from new and improved business opportunities. They are likely to focus on demand, markets, and fresh innovations, and to be Type Y in nature, using design thinking and their creative right-brain strengths to pursue relevance, exploration, and peak value by orchestrating the entire value chain.

Although they have been discussed and applied for more than 50 years, team-based working models are entering a new era of relevancy due to significant technology advances enabling team-based setups to operate effectively and concertedly.

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