Shell E.P.E.
Building a “virtual” team
Background
As the result of restructuring within Shell EPE, their Appraisal and Feasibility & Concept teams were merged to form one new ‘virtual’ team operating from a number of locations in Europe. The challenge was that there was no real roadmap for how this new team should work in practice. Shell EPE asked people=positive™ to help the new team to develop their own paradigms for how to work successfully with each other.
Issue
How to establish a roadmap for success for a totally new team, showing where team rules applied and where team members have the freedom to do their own thing?
Solution
people=positive™ designed a series of events. The first involved the entire team and was designed to establish relationships and lay the ground rules. Kick-off events were then held in every market to focus on clarifying the structure and to explore roles and responsibilities. Follow-through sessions were held after 6 months to review progress and help make the learning stick. The emphasis throughout the process was on allowing the participants to create their own landscape and introducing tools to help break through the issues. The Success Map© was used as a practical tool to help plan and implement the new structure.
Results
The new team is now performing well and people=positive™ have an ongoing role in helping to explore ways to improve the quality of working relationships and overall  performance.
Oliver Kleyn of Shell says:
“This was a complicated restructuring process and for many of us it was a great step in to the unknown. people=positive™ helped us to accelerate the process of getting to know each other and were there to help us shape a new team and get up to speed quickly. They really managed to cut through the baggage and connect with issues and the people.”
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