In 2007, my business book Group Genius was one of the first books about collaboration and innovation. Since 2007, a lot more books have been published on that topic, each one affirming the points in my book. That’s because Group Genius was grounded in scientific research, and that research has stood the test of time.
The March 13 article “In Search of the Perfect Team” in the Wall Street Journal* makes the same recommendations that I did in 2007:
- “Each member of the team is engaged” (WSJ)–everyone talks and listens about the same. This is in Group Genius, pp. 50-51
- “There are a diversity of ideas, and everyone is willing to consider new ideas” (WSJ)–In Group Genius, pp. 70-72, also pp. 14-15
- “Everyone is setting goals for a project” (WSJ)–each person explores something slightly different, but goes in the same direction. This tension is one of the main themes of Group Genius, but it’s most explicit on pp. 44-46.
The WSJ article connects these themes to new technologies, like Slack, and Google’s data-based approach to team productivity in their People Operations Department. These help drive collaboration; I talk about Slack and also Google’s research in the forthcoming second edition of Group Genius (coming this May!). But this technology doesn’t change the underlying social dynamics of effective collaboration. Stay grounded in the research, and you’ll stand the test of time.
*2017, May 13, “In search of a perfect team.” Stu Wu, Wall Street Journal, p. R6.
In my 2007 book Group Genius, I predicted that the organization of the future would drive innovation with collaboration.
In the ten years since, this prediction has largely come true. Yesterday the Wall Street Journal described how several big companies have shifted to a more collaborative, more innovative organizational structure–enabled by collaborative software that didn’t exist back in 2007, like Slack or Microsoft Teams. This is a big reason why I’ve written a second edition of Group Genius (to be published later this year).
New data-driven capabilities are breaking down barriers between formerly siloed business units, flattening out management structures and streamlining production processes, prompting many firms to redraw leadership roles and responsibilities.
Companies moving toward innovative structures include Equifax, Liberty Mutual, and Procter & Gamble. For example, Equifax is moving to “small, cross-functional teams”. And the role of leaders changes, too: “rather than issue top-down directives, these managers instead strive to help self-directed teams leverage collaboration and sharing tools.” Managers are changing from “dictating how things should be done” to acting more like coaches who guide collaborative teams.
My own research on collaboration and creativity explains why and how this works: Innovation emerges, bottom up, from improvisational, nonlinear, and unpredictable processes. The organizations that can channel and foster this bottom-up, emergent process, will be the winners in the innovation competition of the future.
The organizational structures and cultures that lead to innovation have always been collaborative, distributed, and improvisational. Even before the Internet, a few rare organizations were able to design for innovation and collaboration. But today, Internet-based collaboration software is making it a lot easier for companies to shift to innovative organization designs.