3-2 Assist: Status Report
MOTIVATE
4-1 TEAM FOCUS Model—Motivate
4-2 Motivate: Motivation Chart
FRAME
5-1 TEAM FOCUS Model—Frame
5-2 Frame: Profitability Issue Tree
5-3 Frame: Business Issues
5-4 Frame: Information Tree
5-5 Frame: Decision Tree
5-6 Frame: Articulate the Hypothesis
ORGANIZE
6-1 TEAM FOCUS Model—Organize
6-2 Organize: Process Map
6-3 Organize: Content Map
6-4 Organize: Story Line
COLLECT
7-1 TEAM FOCUS Model—Collect
7-2 Collect: Ghost Charts
7-3 Collect: Interview Guide
7-4 Collect: Interview Summary
7-5 Collect: Key Secondary Sources
UNDERSTAND
8-1 TEAM FOCUS Model—Understand
8-2 Understand: Implications Summary
8-3 Understand: Insight-Titled Chart
SYNTHESIZE
9-1 TEAM FOCUS Model—Synthesize
9-2 Synthesize: Final Report 177–221
The TEAM FOCUS Rules of Engagement
INDEX
ABG
accadis Hochschule Bad Homburg
Accountability:
deadlines and
of team members
Achievements, celebrating
Adayana
Agendas
Agreement, in evaluation
Apax Partners
Applications of TEAM FOCUS
business school
consulting firm
corporate
Area experts
Assessment:
personal (example) (See also Evaluate)
Assist
adjusting workloads
Case Study
deliverable: status report
described
keeping teammates accountable
key areas for
leveraging expertise
Operating Tactics
providing timely feedback
roles and
Rules of Engagement
Stories from the Field
Authoritarian approach
Autonomy, motivation and
BCG
Beernaert, Arnaud
Brainstorming process
Burleson, Alan
Business school examples
Assist
Collect
Evaluate
Frame
Motivate
Organize
Synthesize
Talk
Understand
Buy-in:
Collect and
Frame and
Synthesize and
Talk and
tips for obtaining (See also Ownership)
Cannon, Chris
Carnegie, Dale
Case interviews (see Interviews)
Case study (see Johnson County, Indiana case study)
Celebrating achievements
Celgard
Center Grove study (see Johnson County, Indiana case study)
Citibank
Client team:
buy-in from
in collect process
implementation team
key contact
motivating
project team
Coaching assignments
Collaboration:
Assist and
Understand and
Collect
Case Study
conducting interviews
deliverables
ghost charts
interview guide
interview summary
key secondary sources
described
designing "ghost charts" (example)
gathering secondary data
Operating Tactics
Rules of Engagement
Stories from the Field
Columbia University, Graduate Business Association (GBA)
Communication (see Talk)
Competition:
motivation and
team goals and
Constituents:
client implementation team
client project team
consulting team
Implications Summary
motivation of client team members
telling a good story to
thinking through implications for (example)
(See also Client team)
Consulting firm applications
Contact information
Content maps:
creating to test hypotheses
example
nature of
Content roles
Convertam
Corporate applications
Cultural issues, in evaluation process
Dank, Clifford
Darden School of Business, University of Virginia
Deadlines:
motivation and
role of
Decision trees (example)
Deliverables:
Assist: Status Report
Collect
Ghost Charts
Interview Guide
Interview Summary
Key Secondary Sources
Evaluate: Individual Plan
Frame
Articulate the Hypothesis
Decision Tree
Information Tree
Motivate: Motivation Chart
Organize
Content Map
Process Map
Story Line
Synthesize: A Study on the Incorporation of Center Grove
Talk
Engagement Letter
Team Charter
Understand
Implications Summary
Insight-Tilted Chart
Deloitte
Demonstration, as motivation tool
Deutsche Bank
Documentation:
e-mail in
of key insights on charts (example)
of secondary sources
of team contact information
Duke University, Fuqua School of Business
Efficiency:
deadlines and
division of responsibilities
framing and
hypothesis formulation for
secondary data and
undercommunication as cause of
Egon Zehnder International
E-mail:
advantages of
communication via
cultural differences and
to gain feedback
Engagement letters (example)
Evaluate
Case Study
critical success factors for
deliverable: individual plan
described
developing personal growth objectives/assessment plan (example)
discussing team dynamics
importance of
key questions for
monitoring goals
Operating Tactics
Rules of Engagement
setting expectations
Stories from the Field
Expectations:
for self, setting (example)
for team, setting
Expertise, leveraging
Explicitness, in evaluation
Fact packs
Feedback:
anonymous electronic
in assist process
in evaluation process
formalizing
guidelines for giving and receiving
positive reinforcement of teammates
postmortem
Finance questions
Flash meetings
Frame
business issues
Case Study
deliverables
decision tree
hypothesis articulation
information tree
described
developing the issue t
ree (example), (example)
formulating hypotheses (example)
identifying key question
Operating Tactics
Rules of Engagement
Stories from the Field
strategy change and
Frandsen, Brigham
Friga, Paul N.,
Frye, Randy
Fuqua School of Business, Duke University
Gantt charts
Ghost charts
documenting key insights on (example)
example
nature of
parts of
problems of
in Understand
Gilliland, Bill
Graduate Business Association (GBA), Columbia University
Grecourt, Yannick
Gros, D. A.
Groupthink, avoiding
Guy, Alain
Haas School of Business, University of California at Berkeley
Human resources questions
Humility factor
Humiston, Fred
Hypotheses:
efficiency and
formulating (example)
organizing around
testing with content maps
Implications:
Implications Summary
thinking through (example)
Incentive systems
Indiana University, Kelley School of Business
Information trees (example)
Infosys Consulting
In-person communications
Interviews
importance of
interview guide example
interview summary example
key contact and
obtaining client input through
problems of
TEAM FOCUS model in preparing for
tips for conducting
Intuition, in scientific method
Issue trees:
core
decision trees (example)
developing
information trees (example)
John Deere
Johnson County, Indiana case study
Assist
Collect
Evaluate
Frame
Motivate
Organize
Synthesize
Talk
Understand
Kelley School of Business, Indiana University
Kennedy, Ben
Key questions:
client discomfort with
in evaluation process
identifying
starting point for
story line and
Kmart
Knowles, Anita
Krzywicki, Tim
Kuo, Peter
Langstaff, Harry
Leveraging expertise
Lewis, Mike
Lim, Victoria
Listening skills
Makkar, Shalini
Marketing questions
MBTI (Myers-Briggs Type Indicator)
MECE (mutually exclusive and collectively exhaustive) framework
Meetings:
agendas for
frequency of
schedule for
Merolla, Sisto
Metro Atlanta YMCA
Minto, Barbara
Monitoring results
Monsanto
Motivate
Case Study
celebrating achievements
client team members and
competition and
deadlines and
deliverable: motivation chart
described
identifying unique motivators
Operating Tactics
positively reinforcing teammates
Rules of Engagement
Stories from the Field
Mutually exclusive and collectively exhaustive (MECE) framework
Myers-Briggs Type Indicator (MBTI)
Objectives:
personal, setting (example)
for team, setting
Openness, in evaluation
Operating Tactics:
Assist
Collect
Evaluate
Frame
Motivate
Organize
Synthesize
Talk
Understand
Operations questions
Organize
Case Study
creating a content map to test hypotheses
deliverables
content map
process map
story line
described
designing the story line
developing a high-level process map
Operating Tactics
Rules of Engagement
Stories from the Field
Orr, Duncan
Outsourcing research
Overcommunication, costs of
Ownership:
accountability and
motivation and
understand and (See also Buy-in)
Peer-based teams, evaluation process and
Pellizzari, Mario
Personal growth objectives/assessment plan (example)
Personality types:
analyzing
dimensions of
evaluating
motivation process and
Personnaz, Oliver
Pfeffel, Florian
Phone communications
Positive interaction process
Positive reinforcement:
incentive systems and
of teammates
Postmortem feedback
PricewaterhouseCoopers (PwC)
Primary research (see Interviews)
Process maps:
developing
example
nature of
organizing and
Process roles
Procter & Gamble
Pulido, Juan
Pyramid approach to stories:
applying
described
Questions (see Key questions)
Quick wins
Ramos, Pedro
Reagan, Ronald
Recommendations for improvement
Research process (see Collect)
Reward systems
Roles
confusion over
content
process
Ross School of Business, University of Michigan
Rules of Engagement:
Assist
keep teammates accountable
leverage expertise
provide timely feedback
Collect
conduct meaningful interviews
design "ghost charts" to exhibit data (example)
gather relevant secondary data
Evaluate
develop and reevaluate personal plan (example)
discuss team dynamics
set expectations and monitor goals
Frame
develop the issue tree
formulate hypotheses (example)
identify the key question
Motivate
celebrate achievements
identify unique motivators
positively reinforce teammates
Organize
create a content map to test hypotheses
design the story line (example)
The McKinsey Engagement Page 16