I'm rather sceptic here, having taught leadership for years how important stable cross-functional teams are. In trainings I show that having T-shaped skillsets where the generalists part is based on the skills of the other team members is important for development.
I recognize, that fluid teams provide value and would propose these in mature organizations.
However I observed (line-) management too often moving team members around constantly simply based on preference (moon cycles?). This also works with percentages of team member availability, leading to completely crippled teams with 10 FTE, 30 people in there and the average membership of two weeks.
Jürgen Appelo proposes the same in his unFIX Model (https://unfix.com/teaming-options).
I'm rather sceptic here, having taught leadership for years how important stable cross-functional teams are. In trainings I show that having T-shaped skillsets where the generalists part is based on the skills of the other team members is important for development.
I recognize, that fluid teams provide value and would propose these in mature organizations.
However I observed (line-) management too often moving team members around constantly simply based on preference (moon cycles?). This also works with percentages of team member availability, leading to completely crippled teams with 10 FTE, 30 people in there and the average membership of two weeks.