Why do good teams fail? Very often, argue Deborah Ancona and Henrik
Bresman, it is because they are looking inward instead of
outward.Current traditional, internally focused models of teams
aren't working in an increasingly complex and ever-changing world.
We need new structures, a new way of organizing, to operate in that
world. The authors introduce the X-team, a new, externally focused
team model that enables a team to adapt to external change,
coordinate with other groups, link to the strategic direction of
the firm, and allocate work and leadership across multiple
individuals.Based on 25 years of research examining many different
kinds of teams -- consulting teams, product development teams,
sales teams, and oil exploration teams -- across many industries,
Ancona and Bresman make a powerful argument that traditional team
models are falling short, and that what's needed, and what is
successful, is a new brand of team that emphasizes external
outreach to stakeholders, extensive ties, expandable tiers, and
flexible membership.The authors show that X-teams not only are able
to adapt in a way that traditional teams aren't, but that they
actually improve an organization's ability to produce creative
ideas and execute them -- increasing the entrepreneurial and
innovative capacity within the firm. The new environment demands
what the authors call "distributed leadership," and the book
highlights how X-teams actually embody this idea.With examples from
Microsoft, HP, BP, Merrill Lynch, and many other companies and
contexts, the authors will show that X-teams are the key to
operating successfully in a world where adaptability is paramount,
and that organizations that use X-teams will be moresuccessful than
those who rely on traditional teams.
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