The team responsible for executing a business plan defines its credibility. A business plan only has as much oomph as its executors – of course!
For a corporate accelerator, the obvious question is how do we go about identifying oomph? What are the oomph factors? More importantly, can we put together teams with oomph?
Here’s where we have a significant advantage. We know our people - each associate has an existing identity within Softtek. More often than not, we are engaged with individuals who live within the parameters of pre-set judgments after several review cycles and milestones. That information empowers us to identify teams with oomph.
So, here’s the unique opportunity: to create hand picked teams – or teams with magic. Then, we equip the teams with a game plan. The game plan, different from the business plan, is specific to the individuals in a team. The plan is simple: creating a working model and environment for the team to succeed together.
We realize this isn’t exact science, but in the hope of putting together extraordinary teams, here’s what we are after:
- Track Record: Individuals who deliver - those who remain committed to their goals and deliverables.
- Business and Technology Mix: Associates to complement each other’s strengths and understand Softtek’s overarching strategies and objectives.
- Understands Risks: Individuals more inclined to sustaining risk injuries of a startup initiative (Softtek associates, in general, are inherently risk averse).
- Resilient yet coachable: Individuals who possess tremendous confidence and are yet willing to be coached by Innoventures and mentors.
- ‘Gellability’: Individuals with a history of success in diverse teams and settings.
The game plan, along with traditional business plans or business canvasses, provide a deep insight into creating extraordinary commitment and belief in a team. Much of our game plan is set by the work of the author of the book, Leading Teams, J. Richard Hackman.
- Who’s On It: Clearly identify the individuals responsible for the execution of the initiative and the individuals who serve as mentors or advisors.
- Provide Compelling Direction: Present a clear business case, its value and a greater purpose of the initiative both to Softtek and the IT services industry.
- Keep Teams Small: Identify a small team of 2-3 individuals responsible for completing the initiative. The team will be tight and focused.
- Experience Together: Foster collaboration between the team so that they learn from each other and become stronger with time.
At Innoventures, we invest in each individual as much as we invest in innovation. Beyond creating big initiatives, our objective is to create entrepreneurs and innovators who will continue to strive to disrupt the industries they serve through technology and with purpose. As part of our vision to transform Softtek into a culture of innovation and entrepreneurship, we participate actively to gauge our associates and empower them to make a difference.
