01944nas a2200265   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520114000279653001901419653001801438653001801456653002801474653002001502653001601522653002401538653001901562653002101581653001801602100002001620856003801640       2018                        eng d  a1927-032100aHow to Build Competencies for a Data-Driven Business: Keys for Success and Seeds for Failure0 aHow to Build Competencies for a DataDriven Business Keys for Suc  aOttawabTalent First Networkc10/2018  a18-280 v83 aData analysis to create deep understanding and insights holds vast potential for innovation, but there is a severe shortage of data scientists. How then can a company create the competencies needed to obtain a competitive edge in the era of data-driven business? This article describes “Data Driven Business”, a program developed to coach company teams in Finland in the use of an innovation platform combining data analysis and service design using real-life case projects. The results suggest that this approach is an efficient way to build data-analysis competencies in a company: after taking the 14-week coaching course, 58% of the participating companies had launched a new product or service in the market within six months from the end of the course. After the program, a network called DOBit was established to share experiences among the members and to leverage data analysis and service thinking in society. This article describes the development and implementation of the course, its results and outcomes, and the keys for success and seeds for failure when attempting to build competencies for a data-driven business. 10abest practices10acase projects10adata analysis10adata-intensive services10adesign thinking10aexperiences10ainnovation platform10aservice design10aservice thinking10ateam building1 aKoskinen, Jyrki  uhttps://timreview.ca/article/119002027nas a2200241   4500008003900000022001400039245004400053210004300097260004200140300001000182490000600192520138900198653002701587653002601614653001901640653000901659653001801668653001001686653001401696100001801710700002101728856003601749       2012                          d  a1927-032100aBuilding Trust in High-Performing Teams0 aBuilding Trust in HighPerforming Teams  aOttawabTalent First Networkc06/2012  a38-410 v23 aFacilitation of growth is more about good, trustworthy contacts than capital. Trust is a driving force for business creation, and to create a global business you need to build a team that is capable of meeting the challenge. Trust is a key factor in team building and a needed enabler for cooperation. In general, trust building is a slow process, but it can be accelerated with open interaction and good communication skills. The fast-growing and ever-changing nature of global business sets demands for cooperation and team building, especially for startup companies. Trust building needs personal knowledge and regular face-to-face interaction, but it also requires empathy, respect, and genuine listening. Trust increases communication, and rich and open communication is essential for the building of high-performing teams. Other building materials are a shared vision, clear roles and responsibilities, willingness for cooperation, and supporting and encouraging leadership. 

This study focuses on trust in high-performing teams. It asks whether it is possible to manage trust and which tools and operation models should be used to speed up the building of trust. In this article, preliminary results from the authors’ research are presented to highlight the importance of sharing critical information and having a high level of communication through constant interaction. 10ahigh-performance teams10ahigh-performing teams10asocial capital10ateam10ateam building10atrust10awellbeing1 aHakanen, Mila1 aSoudunsaari, Aki  uhttp://timreview.ca/article/567