This tool – with a very original name – can be used in many different ways, when you are leading a team, creating teams-of-teams, looking at new organizational structures or having regular one-to-ones. The Pizza Model helps you create a simple division between roles and tasks, as well as guiding you about capabilities and skills.
In this blog post we’ll describe the tool for you. First an introduction to the four pizza slides. Secondly how you can use the model to improve competences. Thirdly how you can use it when delegating tasks, and finally how to solve problems using the Pizza Model, with an example from our own Hacktober.
How to use the ‘Pizza Model’ in your organization
The ‘Pizza Model’ shows four areas, that describe the components of roles in an organization. First we’ll describe these roles and orientations, then you can download the tool and read more ways to use it in your team and organization.
The four orientations in the Pizza Model:
- The Business orientation, focusing on business understanding, vision and strategy. One must understand why and how the business is moving. To understand the value chain, R&D, production, marketing, internal and external actors, processes etc. is an inevitable part of this orientation.
- The People orientation, focusing on personal and interpersonal skills. It involves both coaching and mentoring, which again can be divided into both micro and macro coaching/mentoring. Factors such as emotional intelligence, conflict handling and motivation are natural entities in this area. Towards the employee, the manager has the responsibility to ensure daily support and instruction regarding the tasks and the handling of those.
- The Delivery orientation, focusing on processes, products, and projects, and all related elements of getting things done. Particularly delivery managers must focus on this, on facilitation and on project managing. Building, testing and analysis are inevitable elements in this orientation.
- The Specialist orientation, focusing on professional skills for craftsmanship. The specialist orientation is from a leader’s perspective to respect and cultivate the professionalism of the teams. Delegating tasks in teams also is about trusting the specialist orientation – and understanding when the employees are better skilled than the manager.
Managers have all four orientations as her responsibility: She understands what business she’s in, is responsible for delivering the products, has the necessary skills at hand, and is responsible for the employees in her business unit.