Digitalisation is more than just technology – it also encompasses agile methods, new approaches to company management, and cross-departmental collaboration in digital teams.


How is digital teamwork different to what we’ve been doing until now?

Teams have previously been understood as temporary organisational structures with the task of delivering desired results. The usual development model is described in terms of four sequential phases: «storming, forming, norming, and performing». Their work, requirements, and even the expected business impact can usually be safely anticipated in advance with some reliability. Teams «only» had to apply tried-and-tested approaches, such as a continuous improvement process, in order to keep improving as a unit and make advancements in productivity and quality.

All this changes for teamwork in the digital age or even for digital teams. Due to today 's complexity and speed, project results and business impact are often undeterminable, and precise planning is displaced by a controlled «trial and error» approach. Team members must continually readjust or may require support from additional experts part-way through a project when developments take an unexpected turn.


As the complexity of their tasks increase, digital teams must

  • work together more closely, because the solutions required are dependent on different ideas and perspectives.
  • support each other more intensely, because their projects entail more uncertainties and failed attempts.
  • be more transparent, because individual members and other teams require more information and communication when working in a rapidly changing and uncertain environment.
  • be more dynamic, because the unpredictable development of a project can mean the project managers will end up facing very different challenges that demand corresponding changes in mindset – even if only temporarily.
  • organise themselves – in terms of flexible schedules and resource plans that can easily be adapted to rapidly changing requirements and areas of interest.
  • be grounded in a culture of learning that goes beyond sharing existing knowledge with team members. It must also provide new platforms for training and exchanging experiences on dealing with new perspectives and technologies.
  • be able to easily switch between creative and structured thinking as and when required.
  • allow for continuous feedback. After all, management decisions for a strategic change are based on the experiences and ideas of digital teams.

ERNI supports you in establishing a learning, innovation and team culture within your company through our «digitalisation with a human touch» approach. An agile and lean management coaching as well as the introduction of methods and processes contribute to the strategic development of innovation.