I recently went through a team switch and can share my framework. Some context before I go into details, I was happy in my previous team, had a clear career path, strong support from leadership, and one of the stronger teams in the company reporting to me. There was no obvious reason for me to switch teams, but I did it anyway. 

tl;dr - I optimized for three things:

1. Specific: Developing skillset that I would need for the next 5 years of my career
2. High-level: Aligning what I am naturally good at with my work to accelerate growth.
3. Fun: Having more fun every single day at work. This was the most important and the previous two are derived from it.

Longer Answer

1. *What's your motivation? be brutally honest with this.*  I talked to a few of my mentors on how they would approach it. The "what skillset do you want to develop before you leave the company in the next few years?" was a recurring theme. I am still a relatively low-tenured manager, and managers (like any other field) learn a lot from real-world experience. I specifically needed to learn how to lead an entirely new team in an entirely new business area, and develop trust and credibility with them and the new leadership. This required refining my operational and management principles, which was not possible in my previous role. My hypothesis was that I am going to learn a lot more in the two years I spend on the new team, even if I end up failing.
2. *What are you naturally good at? align that with your daily work* After a few years of working, you'll start figuring out what gets you naturally excited at work. This is critical because a lot of your growth will come from contributions that are beyond your expected output. For instance, if you working on a consumer mobile team, you can only differentiate yourself from the other invariably smarter colleagues, if you provide fresh ideas and roadmap to achieve those. That in turn can only happen if you have a natural aptitude for that. *"Do you randomly get inspiration about your work even when you are not working, and get very excited?"* if yes, then that's where you should continue to be. If not, then I'd recommend finding that role and team. This can only come from a lot of trial and error early in your career. To be very clear, this doesn't mean you need to work extra long hours, and think about work even when you are working. This just means that if you really enjoy working on something, you are inevitably going to think about it outside the confines of your laptop or office. It is a great place to be. Honestly, it is more fun and soul-satisfying to be in such a place. 
3. *Expect reality mismatch, Assess your risks.* Most teams have some kind of dysfunction, and the initial sales pitch is usually only 70-80% true. You won't know the whole picture of what you are getting into until you join the team and spend a few months on it. Expect a ton of unpleasant surprises (business priority changes, reorgs, attritions, role and level expectation changes, industry changes, manager changes), and most of these won't be under your control. So please do not go switch teams thinking it will work out exactly as you had planned. It rarely ever does. For instance, if you switch teams thinking the new team will get you a faster path to a promotion, absolutely do not base your decision on it. The cliche *"career is a marathon, not a sprint"* is relevant here. 
4. *Be comfortable with regret :* This more of a post-switch experience, but important to share. For the first two months after you make a switch, you are going to regret your decision once every week (or worse, once every day). That is natural. Switching teams is always uncomfortable, even if you know the people or your manager. There an entire leadership and stakeholder system that you have no clue about. Whatever your reasons for switching teams were, at least in your previous role, people knew about your work and you had a reputation. The regret is harder especially if you were doing good in your current role, and suddenly all of that credibility is lost, and you have to prove yourself again. This is not easy, especially if immediate career acceleration is your motivation.

Engineering Manager @ Uber

Rahul Deshpande

This class contains a systematic, focused process for Managing Up successfully. It covers how to manage up in a variety of situations and to different people such as senior peers and skip level leaders.