Success in today’s business world is more about teams than individuals’ performance, as high performing teams are considered one of the most important and valuable assets of any company

Leaders of the companies spend a substantial portion of their time and resources trying to build their teams. They aim their teams to enhance their performance, innovate more, resolve conflicts, achieve exceptional results and independently solve any problem that emerges.

By the 1980s, the concept of High Performing Teams (HPTs) became popular in the US, and many organizations such as General Electric, Procter & Gamble, Boeing, and Digital Equipment Corporation (HP) started adopting this concept by setting up a team-based strategy to achieve improved and greater results. These organizations proved that building a collaborative culture must be done with a clear understanding of its vision and strategy, adaptation to organizational needs and challenges, development of team skills and attitudes, and merger of its business goals with the social needs of the individuals.

Recently, many private and government sector organizations started focusing on HPTs, as new studies and understandings have identified the key processes and team dynamics necessary to create significant performance improvements.