The focus of this thesis is to explore the composition of the Skunk works’ innovation team, which directly influences team performance. Such research is important in order to understand how the Skunk works team deals with innovation. Specifically, how the team’s size, diversity and the roles of team members can influence its performance and have an effect on its success. During the time when we were looking for the definition of Skunk works we mostly found that it is a small group of highly qualified and skilled people in different fields. However, we did not find so many theories about the composition of Skunk works teams. This was due to the high level of secrecy in this field, because Skunk works was originally used only for military purposes. To have a more clear view, we decided to use theories from different research fields, such as research about Skunk works itself, and about team and team composition. We found that it is quite easy to find literature about the role of the leader as a member of the innovation team, who can also be known as the “champion”. However, on another hand we found that it is quite difficult to find information about the whole team, specifically about roles in the team. We believe that, even though the leader has a key role, a well-balanced combination of roles should be also taken into consideration in such teams. The research method deployed in this thesis is multiple-case study, where we have used three cases which are operating in different companies and industries, such as entertainment, scientific research and industrial manufacturing, as well in different geographical positions, such as Sweden and Spain. We have collected data via interviews and secondary data, where we interviewed a representative of these three companies via personal interviews and by e-mail. The findings from this thesis provide evidence that the team composition elements, such as roles in the team, as well its size and diversity can influence on further efficiency of the team. During our research we found that all three companies, especially teams in those companies, could be good examples of Skunk works. Moreover, during the research we found that our findings can be in line with existing studies, that it is unnecessary that the project should be in total secret or fully mandated and that there are a lot of other types of Skunk works teams as well. Also during the research we confirmed with other present studies required characteristics for the “champion” and for other team members. Another finding was about the optimal number of team members in a Skunk works team. The main conclusions drawn from this thesis are that firstly, the composition of a Skunk works team can influence the further team productivity and success of the project. Secondly, that the optimal size of team should not exceed ten people. Thirdly, we can conclude that properly chosen roles as well as characteristics of team members can have an influence on the further success of an innovation project. / Antonio Estevez Luna

<p>The Psychology Driving and Barriers to Skunk Work Projects (referred to throughout this thesis as the paper) represents a study predominantly on Tetra Pak from a selective perspective, the innovators. Innovators both past&present whose initiatives contribute to the well being of Tetra Pak as well as one from Ericsson were consulted. As with individuals, organizations possess definable characters that are influenced by the various stages of their life cycle. Theories of corporate life cycle phases and organizational character analysis were therefore employed to identify and explain organizational barriers to skunk work leaders&managers. Predicated on the Organizational Character Index survey developed by William Bridges PhD (himself a recognized leader in the field of transition management) and administered to sixty-one managers within a Tetra Pak business unit established the benchmark. The organizational character was identified and expressed as Myers-Briggs Personality Type ISFP (introverted - sensing - feeling - perceiving). Benchmark in hand, it was then to ascertain the barriers or resistance that skunk work leaders&managers encounter when promoting new ideas. The diversity of the barriers led to the clustering of nine categories compiled from the skunk leaders personal interviews. The nine categories are assumptions, change, communication, competences, culture shift, human dynamics, management, sponsorship and vision. In addition the six interviewees assisted in determining that Tetra Pak business unit had reached the end of a Mature&Consolidating phase of its’ organizational life cycle according to Larraine Segil’s definition. The perception however is that Tetra Pak business unit is already in the declining phase, descriptive of a phase in transition. Bearing in mind that this view of Tetra Pak is shared by a select few of highly regarded innovators and does not represent a collective perception of Tetra Pak. Triangulation of the findings supported the hypothesis (H1). In identifying both the organizational character and stage of its’ life cycle it is possible to diagnose&subsequently engineer an environment for innovation. It was understood that the initiative is to be management supported. This paper concludes with the realization that the resources&knowledge leading to innovation exist. Further it suggests how to foster a corporate innovative culture by championing an environmental climate for innovation.</p>

The Psychology Driving and Barriers to Skunk Work Projects (referred to throughout this thesis as the paper) represents a study predominantly on Tetra Pak from a selective perspective, the innovators. Innovators both past&amp;present whose initiatives contribute to the well being of Tetra Pak as well as one from Ericsson were consulted. As with individuals, organizations possess definable characters that are influenced by the various stages of their life cycle. Theories of corporate life cycle phases and organizational character analysis were therefore employed to identify and explain organizational barriers to skunk work leaders&amp;managers. Predicated on the Organizational Character Index survey developed by William Bridges PhD (himself a recognized leader in the field of transition management) and administered to sixty-one managers within a Tetra Pak business unit established the benchmark. The organizational character was identified and expressed as Myers-Briggs Personality Type ISFP (introverted - sensing - feeling - perceiving). Benchmark in hand, it was then to ascertain the barriers or resistance that skunk work leaders&amp;managers encounter when promoting new ideas. The diversity of the barriers led to the clustering of nine categories compiled from the skunk leaders personal interviews. The nine categories are assumptions, change, communication, competences, culture shift, human dynamics, management, sponsorship and vision. In addition the six interviewees assisted in determining that Tetra Pak business unit had reached the end of a Mature&amp;Consolidating phase of its’ organizational life cycle according to Larraine Segil’s definition. The perception however is that Tetra Pak business unit is already in the declining phase, descriptive of a phase in transition. Bearing in mind that this view of Tetra Pak is shared by a select few of highly regarded innovators and does not represent a collective perception of Tetra Pak. Triangulation of the findings supported the hypothesis (H1). In identifying both the organizational character and stage of its’ life cycle it is possible to diagnose&amp;subsequently engineer an environment for innovation. It was understood that the initiative is to be management supported. This paper concludes with the realization that the resources&amp;knowledge leading to innovation exist. Further it suggests how to foster a corporate innovative culture by championing an environmental climate for innovation.