How to Engineer Success Using ‘Team of Teams’

Simon Quarendon | March 11, 2021

SRM Exec Board Member Offers Organisational Insights to Selbey Anderson’s Staff

‘Secret pockets of excellence exist across all organisations and it’s the leaders’ role to uncover them’. 

This was just one of the insights that the first speaker on our new ‘Heads Up’ programme gave to our staff. That speaker was Alison Cox, Director of Engineering and an Executive Board Member of Sir Robert McAlpine Ltd, who highlighted the success they’ve achieved through adopting the ‘team of teams’ approach; an approach we’ve introduced at Selbey Anderson.

(Click here to read our blog ‘Selbey Anderson Restructures to Accelerate Growth’).

Over fifty members of staff from seven agencies across the Group watched Alison’s presentation and, although the construction industry may seem worlds away from the creative one, the various changes that Alison has introduced into her company will, if implemented, stand our agencies in good stead as we look to engage with clients in an increasingly complex business environment – more so post-Covid.

The ‘Heads Up’ programme has been designed to give all staff employed in our agencies ‘advance warning’ of developments that will impact on their working lives or provide fresh perspectives or insights into topics that will affect them all. (And Alison’s presentation certainly did this).

Decentralised decision-making

The ‘team of teams’ approach puts great emphasis on combining more transparent communications with decentralised decision-making which resonates with the first of five ideals adopted but the group; ‘Locality and Simplicity’.

According to Dom Hawes, Selbey Anderson’s Group CEO: “Locality means enabling decisions to be made where they need to be made without undue reference or deference to centralised control. The maximum point of impact is usually where a service is delivered, so embracing locality is all about making it possible for all staff to make the decisions they need to make.

“At an agency level, it means creating clear frameworks so that every employee understands the mission, the objectives and the freedom of action they have to achieve those objectives. Then we leave them to get on with it”.

It’s hoped this approach will create an organisational environment that allows us not only to empower our existing staff but attract new staff from those agencies which have not yet woken up to the new realities.