The concept of Individual and Collective Accountability

1. The implication of the G6 team is that accountability for the project does not lie only with the project manager. The G6 is individually and collectively accountable for project success and failure. In the PMS, the G6 should be measures on collective success, not individual success.
2. The Project Manager is the first among equals. S/he is the first full-time member of the project.
3. The G6 becomes the convergence lens from the functional system into the projects system.
4. G6 will help E&P move into self-organizing, high performance, adaptive system. With the G6 structure, each project team is becoming more equipped to be self-sustaining at their level, reducing decision times & escalations and improving collaboration.
5. Also, as a result, G6 will allow for distributed responsibility and the growth of professionalism, capability building, and growth of the individual.

The change in culture to Collective Success

1. In a hierarchical system, all accountability goes to the top. There can always be movement upwards at any stage.
2. In a structure like this, where you are coordinating horizontally between projects and functions with a G6 and planning acting as an enabler, you are creating a culture of collective responsibility. Over time, we will also work out models to reward people collectively and where there is also a cost which is borne by the team as a whole. This means we are invested in helping each other succeed.
3. In the G6, the Commercial Manager’s success, for example, is not in Commercial alone, but the entire team’s success.
4. If the Engineering Manager does something which benefits the Engineering group, but which may bring down the productivity of the group, then this system penalizes that.
5. This means that if one of them fails, the whole group fails. Which means it is the responsibility of every group to motivate every G6 member, or lift them up and carry them. Either way it is left to the group to make it work. The skin in the game is for all 6 members, not for the Project Manager alone.

How does G6 ensure collective ownership?

1. Availability of each member for the project
   (need soft structures & protocols to define required availability)
2. Each individual is responsible for a set of functional deliverables  (implications: clarity of deliverables, effective co-ordination of G6 member with functional team)
3. Each individual will have to be ‘shared outcome’ focused
   (not bring in functional barriers to the table)
4. G6 Team is responsible for collaborative solutions.
   They get multiple functions together to create solutions.
5. Respecting commitments
6. Trust conduct among team members