By Peter Cappelli

Offshoring and outsourcing practices remind us that organizations often make “sourcing” decisions – where to do what work – that help to define their supply chain. These decisions raise concerns about reliability (will they deliver) and responsiveness (can they meet changing needs). Those risks, in turn, require risk management approaches.

By Kandarp Mehta

With the rise of new organisational forms with flat structures and invisible boundaries, teams have gained tremendous importance as an organisational apparatus for execution of innovations. Organisations not only rely on teams for implementation of innovations but also for generation of fresh ideas. This has made it pertinent for a manager to understand factors that affect idea generation in teams. During one of my research interviews a senior executive of a big organisation told me this personal story. “I was asked to set up a team and develop some new ideas to compete in a very dynamic market. My track record as an efficient administrator had convinced top management of my capability to deal with the new task. I started very enthusiastically. I didn’t choose my team personally but I had laid down certain criteria and accordingly management had put together a team of highly motivated individuals for me. For first three months it all went well. I found everyone to be bubbling with ideas. However, gradually the group started falling apart. There wasn’t any apparent reason. But it just started getting too much immersed in routines. There came a point where new ideas stopped coming from the team and finally a big shake-up was needed. Some people were asked to leave while some offered to leave. In the end I left as well.” This story could be anybody’s story. Often a problem for a manager or a team leader is that at some point the team loses its creative impetus. Teams undergo different phases of creative fluency. There are times when the atmosphere in a team is buzzing with new ideas while there are times when that’s not the case.