We started with intent. We wanted to create something that solves a problem today and will be useful for when our children grow up. We didn't want to write a book and talk about a vision or an idea. We wanted to create something that actually takes people by the hand and gets them better results. Create something with lasting and tangible value.
Eventually, we saw a pattern emerge that explains what change is and how people work in change. A pattern for how people organize themselves in teams and collaborate to make change through projects.
We found that we were able to slice up change or to put it more clearly: divide projects into distinct challenges and we found that for each of them we had a matching psychological profile. We found that every type of person has a role to play in a change process, in a project. And even better, because these are roles it would mean that everyone could “play” a role. Some roles may be harder to play than others depending on how they fit you yet anyone can play any role. You just need to know when to play it.
Using the code name CLOCK we started testing and refining the idea with people, teams, and startups around us. The first prototypes were built and released. We received encouraging feedback and discovered we were able to help teams. People wanted more. The most pull we experienced with large organizations. They are looking for lightweight and smart ways to help people and teams achieve more.
The experience and lessons in the field enabled us to start working on what is Teamily today. We chose the name to reflect the essence of what we do: we work for teams. In June 2016 we launched the product as you know it today: A tool for teams that guides them through the project challenges and driver changes. Teamily is built to work with what is available, it facilitates collaboration and fosters resourcefulness.
In the next five years we will see a massive change from work organized through traditional jobs (static systems) to work organized through roles (in dynamic projects). We see a new class of “teams” emerge where people connect on shared dependencies (problems/passions) and have no idea yet on how to solve it or what to create. They operate autonomously.
Newly assembled teams lack an operating structure to immediately function as a self steering team. They fail with their efforts because of unclarity in roles and responsibilities, indecisiveness and unclarity on priorities.