How to Maximize the Benefits of Blendsourcing
Blendsourcing is the development of high-performance teams with people from both the consulting and client firms. The blended team will rely on the strengths of both companies to design software–whether to be used in-house or distributed–with greater proficiency, inspiration and excellence than before. The concept has been highly successful thus far that it has become more popular among different types of companies and business functions too.
If you plan to adopt blendsourcing in your organization, below are tips that help you maximize its benefits:
1. Define your objective.
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You need to understand your goal and define it clearly as clearly as possible – that is, in a way that gives all parties reason to give their best, be passionate towards attaining the goal and understanding why they must attain it. You must be able to light a fire in these people, in other words, so they can be highly motivated and will actually share your commitment.
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2. Create only one team.
Determine the major positions on your team and be sure that they are on one page, with each seat filled by the right talent. Forget about forming your new team around corporate or departmental lines. When the right people are in the right positions, that is more important than whether they come from the same department or firm. Motivations should be well-defined and aligned.
3. Unify expectations.
This is where your team members make sure that everyone is indeed on the same page, with consistent motivations, desires and needs. After the process is completed, two contracts will be forged – the usual written contract and a “relationship contract” which should be built on trust. Executives who approach projects by trust get yield a dividend of between 20 and 40%, says a study of the Warwick School of Business in the U.K.
4. Establish a collaborative culture.
Blendsourcing relies on every team member to have the willingness and humility to take in new ideas and working techniques. When the steps above are done successfully, the team will be more interested in attaining the shared objective rather than in personal motivations, politics, or gaining absolute control. The most rapid changes in a team’s culture occur when the key stakeholders lead by example — that is, by serving first. Contrary to “command and control,” big, even miraculous, outcomes, await an abundance mindset.
5. Create an iterative approach to the delivery of results as a team.
Finally, the team should develop consistent results for their work. They have to learn how to work in little steps, or iterations. An iteration, which could be as long ad 90 days or as short as 7 days, begins with casual planning, concentrates on building significant results, and ends with open feedback on possible improvements to the entire process.