Blended teams: From stopgap to strategic advantage
By Tony Case • November 24, 2025 •
Ivy Liu
Blended workforce models — combining independent contractors with full-time employees — have evolved from experimental tactics into business-critical strategies.
According to a study from consultancies Lions & Tigers and Read the Room Advisors based on responses from more than 500 workforce decision-makers, 97% say losing access to blended teams would disrupt their ability to meet business goals, with 81% calling such disruption “very” or “extremely” severe.
For company leaders navigating talent shortages and rapid organizational change, the findings signal a fundamental shift in how we think about workforce composition.
What’s driving the trend? While cost efficiency remains a benefit, it’s no longer the primary motivator. The study found that 87% of respondents rated quality of work as a top performance indicator — greater than speed (86%) or innovation (83%). “We used to think of contractors as gap-fillers or ‘nice-to-have’ support,” shared one survey respondent. “Now, they’re often our go-to people for high-stakes deliverables.”
This represents a meaningful evolution in how organizations value external talent. Blended team members aren’t cheap labor — they’re precision specialists delivering high-impact results.
Experience matters. Organizations with three or more years of blended team experience report 21% greater confidence in their strategic value and 26% higher familiarity ratings compared to newer adopters.
As Brea Starmer, founder and CEO of Lions & Tigers, explains, “Experience builds trust, and trust drives performance. Blended models don’t just deliver speed or savings, they unlock power: the power to innovate faster, access specialized skills and build workplaces that work better for people.”
Early adopters often face integration challenges, unclear ROI metrics, and leadership hesitation. But those who persist can experience a dramatic improvement. “The first six months were messy, but worth it,” one respondent noted. The key is partnering with experienced guides who provide onboarding frameworks, ROI templates, and integration playbooks.
Blended teams excel in scenarios requiring specialized expertise and rapid execution: AI prototyping, regulatory compliance shifts, digital transformation sprints and product launches. “We needed a cloud migration expert for a 6-month sprint—hiring full-time wasn’t realistic,” explained one tech sector leader. “A contractor got us there faster, with less risk.”
Notably, 79% of respondents ranked access to specialized or hard-to-find skills as blended teams’ top strategic benefit, surpassing flexibility, speed and cost savings.
For managers, blended workforce strategies require the same rigor and investment as traditional talent management. That means developing robust onboarding processes, establishing clear success metrics and building executive buy-in around outcomes rather than headcount.
As one respondent summarized the evolution: “We don’t call them contractors anymore. We call them part of the team.”
The question facing workforce leaders today doesn’t seem whether blended teams work; it is, how quickly can employers build the infrastructure to leverage them strategically.
