Department of Education
A Chartered Awards and Incentives Team was established to develop options for a new departmental awards and incentives program. The team worked together for 1 year and consisted of 11 members from various departmental offices. All members shared equally in the team's responsibilities and leadership roles. A facilitator helped support the team's efforts.
Internal Revenue Service (IRS)
The Human Resource Technology group in the IRS created a Cross-Functional Team to plan all the human factors involved in a change to a new information system. Individuals with expertise in job analysis, organizational development, change management, training, facilities, ergonomics, and industrial psychology comprised the team. The combined expertise and shared learning resulted in an enhanced planning process and results.
Inova Health System
One of the largest health care systems in Northern Virginia used a Cross-Functional Team to plan and implement a move to a start-up operation in another hospital. The move included the transfer of many patients. The team was composed of individuals from major clinical departments, administrative services, ambulatory and emergency room services, and facilities. Because the team was composed of professionals from across the hospital, "downtime" was minimized. The move occurred in the morning and by mid-afternoon, Inova were fully operational.
Food and Drug Administration, Office of Regulatory Affairs
The Office of Regulatory Affairs (ORA) in the Food and Drug Administration has an Organizational Development (OD) Team consisting of a cross-section of managers and line and staff employees from headquarters and field offices. Two of the team members are full-time OD specialists, while the others spend 10 to 75 percent on organizational development as a collateral duty. The team trained together and regularly meets via distance conferencing [insert link to the distance conferencing strategy page] to share experiences, expertise, and knowledge.
ORA managers may request the OD Team to help plan organizational changes including assess readiness for change, clarifying organizational vision, and implementing change strategies. The OD Team members work together whenever possible to deliver services. The client organization must fund materials and travel, but otherwise the team's services are free. Most of the part-time team members have been involved in at least two projects per year.
British Petroleum (BP)
Since discovering oil and gas in the Andrew field in the North Sea in 1974, British Petroleum (BP) had been working in vain on developing it economically. A team composed of people from a wide range of disciplines from both inside and outside BP's North Sea group was formed. This team began to broaden its thinking and reconsider every aspect of the problem. Instead of looking only at technology for the solution, they looked at BP's relationship with its contractors. This "alliance" approach resulted in the project's coming in $116 million below estimated cost and being completed more that 6 months ahead of schedule.