Team work has become more widespread in recent years, a phenomenon which has been turbocharged by the pandemic. We are all working in more teams, in more meetings and with more people in these meetings. The nature of teamwork is also changing; teams are becoming more dispersed and fluid, with virtual and hybrid ways of working becoming the norm.

Teams now spend decreasing time together in the same room, changing the ways teams build trust, communicate, collaborate and create identities. The fundamentals of effective teams, including clarity of direction and shared purpose, the right resources and a supportive organisational context, are all more important than ever.  

Teams are instrumental in driving transformation, innovation and growth in organisations. Yet good teamwork is elusive – teams are often dysfunctional and even successful teams suffer from ‘process losses’ as they increase in size and complexity. There are costs associated with developing and supporting effective teams. We need to make informed choices about where there is business value to be gained from investing in teams, and where the investment is not worth it.

Building and sustaining effective teams that maximise the talent and innovation potential of team members is therefore essential to business success in an increasingly complex organisational environment. With this in mind, CRF's research explores the drivers of high performance, effective team dynamics, and decision making, and considers the implications of new ways of working for top team effectiveness.