Connecting and aligning distributed, global innovation teams for high performance

Abstract

In early 2000, the author and several colleagues began a project with a Fortune 100 client seeking to improve several innovation processes that were seen as key to future competitive advantage. What began as a single study became a decade-long research project focused on studying innovation across more than 110 projects with Fortune 1000 companies. A key aspect of the research team's work was the exploration, development and testing of what became known as the ‘innovation-­connectivity performance path’, which is a model for exploring the interrelated ways in which 16 elements of people, technology and place (P-T-P) can be employed to enhance team processes and enable innovation. Applying the model, and using both direct and indirect measures, the research findings show that teams rated highly on all 16 elements of P-T-P (ie those that were highly connected) demonstrated significantly higher levels of collaboration (+15–25 per cent), better project results (+15–20 per cent) and superior overall innovation performance (+3–8 per cent). Reinforcing the overall results is the idea that addressing elements related to ‘people’ considerations (mission, network, manner, leadership, structure, multitasking, interdependence, values and diversity) establishes the context for innovation success, while, within that context, ‘technology’ (mobility, process and readiness) and ‘place’ (location, workspace, support and paths) provide individuals and teams with the control and choice of how, when and where to work most effectively.