This article is devoted to the study of the process of forming highly effective teams in the context of creating a new project or organizational unit. The purpose of the work is to develop and substantiate a practical model of building a team from scratch, applicable in high-tech industries, particularly in FinTech. The research methodology is based on the analysis and synthesis of existing theoretical concepts in the field of organizational behavior and human resource management, as well as the study of empirical data from IT project management practice. As a result, a four-stage model is proposed, covering strategic structural planning, personnel selection and integration, the formation of operational processes and culture, as well as performance management. It is concluded that success in building a team depends not on isolated actions, but on the manager’s systematic and consistent approach, guiding the group through the natural stages of team development. The results may be used by project managers and HR professionals to create productive and sustainable teams.
In today’s knowledge-based economy, organizational performance is directly dependent on the cohesion and productivity of teams. This statement is particularly true in the field of financial technologies, where the pace of innovation, product complexity, and stringent security requirements make teamwork a central success factor. Numerous studies confirm that ineffective teams are one of the main reasons projects fail [2]. However, the majority of scientific and practical works focus on managing existing teams, whereas the process of creating a team from scratch has its own specifics and presents unique challenges. A manager faced with the task of forming a new department or project group must act not only as an administrator but also as an architect of the organizational structure, corporate culture, and system of relationships. The relevance of this topic lies in the need to develop a clear and reproducible algorithm of actions for leaders. The purpose of this article is to analyze and systematize a practical model for building a highly effective team from scratch, based on theoretical concepts and empirical data from project management practice in IT and FinTech companies.
Theoretical Foundations of Team Formation
The process of group development is not a one-time event, but rather a sequential passage through several stages. The most well-known and widely recognized model describing this dynamic is Bruce Tuckman’s framework, which identifies four main stages: Forming, Storming, Norming, and Performing [1].
At the Forming stage, team members get acquainted, behave cautiously, and try to understand their tasks and place within the group. At the Storming stage, the first conflicts inevitably arise, related to struggles for leadership, role distribution, and mismatches in working styles. Successfully overcoming this stage leads to the Norming stage, where common rules, norms, and values are established, and the team becomes more cohesive. The final stage is Performing, when the group reaches maximum productivity, effectively solves tasks, and remains focused on achieving the common goal.
The manager’s task is not to avoid these stages, but to competently manage the transition between them, minimizing destructive consequences and accelerating the arrival at the stage of high performance. An important complement to this model is organizational culture theory, particularly the works of Edgar Schein, who argued that culture is created and transmitted by leaders through their values and behavior [4].
Practical Model of Team Building: Empirical Analysis
An analysis of practical cases of creating and scaling teams in large IT companies and tech startups makes it possible to formulate a four-stage model of managerial actions. This model is viewed as a set of management interventions aimed at effectively guiding the team through the stages of development.
Stage 1. Strategic Planning and Structural Design.
Before hiring the first employee, the manager must design the future organizational structure. This includes clearly defining the team’s goals and objectives, decomposing functions, and describing roles and areas of responsibility. Practical experience shows that successful managers think through the organizational structure in advance, even if, at the initial stage, many functions are performed by a single person. For example, when creating an administrative and analytical department from scratch within the T1 IT holding, which grew from 7 to 100 people, a clear structure was embedded from the outset, with divisions for operational support, analytics, document management, and budget control.
Stage 2. Recruitment, Onboarding, and Integration.
At this stage, candidates are selected whose professional and personal qualities align with the designed roles. However, successful hiring is only the beginning. The processes of onboarding and integrating new employees are crucial for accelerating the team’s progress through the “Forming” and “Storming” stages. In the analyzed cases, managers actively participated in onboarding initiatives. One example is the “Help Window” practice — short daily meetings dedicated to answering questions from both new and current employees, which helped quickly resolve issues and reduce uncertainty.
Stage 3. Development of Operational Processes and Corporate Culture.
To move the team toward the “Norming” stage, it is necessary to establish a unified work environment — a set of clear rules, procedures, and standards. This includes the development of reporting systems, interaction protocols, and workflow automation. Alongside formal processes, the manager must deliberately shape corporate culture. Empirical evidence shows that even small, non-financial initiatives — such as informal gatherings or demonstrating care and attention to employees — can significantly increase team satisfaction and reduce turnover, especially under stressful conditions.
Stage 4. Performance Management and Employee Development.
To achieve and sustain the “Performing” stage, the team must have clear performance benchmarks and opportunities for growth. The implementation of KPI systems and performance metrics makes it possible to objectively assess the contribution of each employee and the team as a whole. An important tool is regular one-to-one meetings, where the manager can not only discuss work-related tasks but also identify employees’ needs for development, recognition, and career advancement. This approach helps maintain high motivation and prevent professional burnout.
The proposed four-stage model directly correlates with Tuckman’s theoretical concept [1]. Strategic planning (Stage 1) creates the prerequisites for successful “Forming.” Active work on onboarding and integration (Stage 2) helps the team move through the “Storming” stage more quickly and with fewer losses. The creation of unified processes and culture (Stage 3) forms the core of “Norming.” Finally, performance management and development (Stage 4) ensure sustainable “Performing” at peak productivity.
In the context of the FinTech industry, this model takes on additional significance. High compliance and security requirements dictate the need for precise role and process definitions (Stages 1 and 3). The fast pace of market changes demands quick adaptation of new employees (Stage 2) and continuous competency development of the team (Stage 4). Thus, a systematic approach to team building becomes not just a desirable practice, but a condition for survival and competitiveness in the market.
Building an effective team from scratch is a complex, multifaceted process that requires the manager to possess competencies in strategic planning, human resource management, process engineering, and psychology. The conducted research has systematized this process into a four-stage model, based on a synthesis of academic theories and practical experience.
The key conclusion is that team formation is not the result of random lucky decisions, but the outcome of deliberate and consistent managerial work. The leader acts as a catalyst, guiding the group through the natural stages of team dynamics and creating conditions for the earliest possible achievement of synergy and high productivity. The proposed model is universal and can be adapted across industries, but its value is especially high in complex and dynamic sectors such as financial technology.
References
- Tuckman, B. W. Developmental sequence in small groups. Psychological Bulletin, 1965, Vol. 63, No. 6, pp. 384–399.
- Katzenbach, J. R., & Smith, D. K. The Wisdom of Teams: Creating the High-Performance Organization. Boston: Harvard Business Review Press, 2015. 304 p.
- Lencioni, P. M. The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass, 2002. 256 p.
- Schein, E. H. Organizational Culture and Leadership. 3rd ed. Jossey-Bass Inc Pub, 2004. 437 p.
