2 Group competencies can arise either from formal teams within the organisation or from informal groups. A formal team might be, for example, the research and development team which has responsibility for developing new products. If this team works well together and has complementary skills, there will be synergies which help in creating better working conditions. An informal group might arise, for example, among administrators responsible for customer-facing activities such as invoicing or dispatch. If a ‘can-do’ culture develops, greater efficiency in meeting customer need will arise, even though the company may not have formed a specific team. Often, the informal network in a organisation (i.e. colleagues who become friends) is more powerful in getting things done than is the formal network, especially when something unexpected comes up.