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Teams leadership – what remains unsolved?

With hundreds of millions of users in thousands of organizations flocking to Microsoft Teams, one thing is for sure: Many will struggle with the transformation, and translating leadership into Teams will be done haphazardly, risking the productivity potential. Most organizations are still in the early stages of adoption, and a lot can be done to ensure success with Teams.

Teams has become the de facto standard for communication in organizations. However, most users are still only using the primitive features for chatting and meetings. Some of the early majority has already started forming their organizational structure to Teams and Channels, using Microsoft Teams as their file management and collaboration system.

The next evolution, where some early adopters are already dipping their toes in, is reducing the switching context cost of end users by introducing external integrations, tools, and productivity apps like Fingertip, and integrating them tighter into the flow of work.

Teams value and adoption by feature:

When looking at the amount of people migrating on the platform, we can comfortably say that Teams is a resounding success. There are still three top leadership challenges, that it fails to resolve:

Overcoming top challenges in leading with Teams

Teams and Channels create sufficient project spaces for matrix organizations, but create silos, reducing strategic alignment with less communication and transparency between departments. This is not unique to Teams. Most digital tools only really create value for the leaders, distributing reporting responsibilities to their subordinates, or feeding them with data. The best-case scenario would rather be that each individual has more information and enjoys a better situational awareness as well.

Teams is full of discussions, files, and meetings, but oftentimes nobody takes accountability for the discussed tasks, nor are organizations able to measure their productivity and impact. Fingertip helps facilitate communication and creative collaboration with interactive digital frameworks that have a life cycle, which we can use as templates, which we can replicate, and which structure the information, so we are able to find what we are looking for.

Many software implementations fail due to low adoption, often driven by complexity and the number of tools we use every day contributing to increased switching costs and reduced productivity. While Teams is being touted as the source of all communication and information, the platform’s implementation is often chaotic, making it difficult to adopt or use in a uniform way.

All of this is at the heart of Fingertip’s design. The system utilizes a familiar platform in Microsoft Teams, making it more appealing. Teams and Channels are used to control access and visibility so new information load isn’t overbearing. Above all, the platform synchronizes teams and individuals much like a conductor in an orchestra with transparent tasks, goals, decisions, plans, and meetings, with clear roles and responsibilities. It is also easy to learn, sitting neatly into the design of Teams.

Our brand new hybrid work guide provides easy to implement methods for better leadership, and how you can take that one step further with Fingertip.

Follow the link to download your copy of the Fingertip whitepaper: Leading hybrid work in Microsoft Teams.

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