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X-Teams How to Build Teams That Lead, Innovate, and Succeed

ISBN-10: 1591396921
ISBN-13: 9781591396925
Edition: 2007
List price: $35.00 Buy it from $24.56
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Description: Challenging new perspective: The traditional model of teams focuses on internal team dynamics as the key to success-and that's not enough in an increasingly complex and changing business arena. Good teams fail because they look inward and not  More...

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Book details

List price: $35.00
Copyright year: 2007
Publisher: Harvard Business Review Press
Publication date: 6/18/2007
Binding: Hardcover
Pages: 272
Size: 6.25" wide x 9.50" long x 1.00" tall
Weight: 1.078
Language: English

Challenging new perspective: The traditional model of teams focuses on internal team dynamics as the key to success-and that's not enough in an increasingly complex and changing business arena. Good teams fail because they look inward and not outward. This book introduces a whole new, externally focused team model. "X-teams"adapt to external change, coordinate with other groups, align behind their company's strategy, and distribute work and leadership across multiple individuals. Strong research base: The authors draw on 25 years of research on many different kinds of teams (such as consulting, product development, sales, and oil exploration). Powerful argument: The authors make a powerful argument that traditional team models are falling short in an ever-more competitive world. Companies need new structures and new ways of organizing to succeed in that world. They need a new brand of team-one that knows how to reach out to a wide range of stakeholders, forge extensive ties, use expandable tiers, and be flexible about membership. X-teams excel on all these fronts. Clear benefits: The authors show that X-teams not only adapt in ways traditional teams can't; they also improve their organization's ability to produce and execute creative ideas. Result? Their firms' entrepreneurial and innovative capacity expands. Plentiful examples: Using examples from Microsoft, Hewlett-Packard, British Petroleum, Merrill Lynch, and many other companies, the authors show that X-teams are the key to operating successfully in a world where adaptability is paramount. Highly knowledgeable authors: Deborah Ancona is the Seley Distinguished Professor of Management at MIT's Sloan School of Management and faculty director of the MIT Leadership Center. She has been doing work in the area of teams for 25 years, and her research is known and cited widely. Henrik Bresman is assistant professor of organizational behavior at INSEAD.

Deborah Ancona is the Seley Distinguished Professor of Management at the Sloan School of Management at MIT. She received bachelor's and master's degrees in psychology from the University of Pennsylvania and a Ph.D. in organizational behavior from Columbia University. Prior to joining MIT, she was on the faculty of the Amos Tuck School at Dartmouth College. Professor Ancona's major research interests include group processes, team performance, boundary management, and time and timing in organizations. She has published articles in these areas in Administrative Science Quarterly, Academy of Management Journal, Organization Science, and Group and Organization Studies.

Acknowledgments
Introduction: When Bad Things Happen to Good Teams
Why Good Teams Fail
Into a Downward Spiral
How Our Old Models Lead to Failure
A Changing World
New Kinds of Organizations
New Kinds of Teams
What Works
X-Team Principle 1
External Activity
X-Team Principle 2
Extreme Execution
X-Team Principle 3
Flexible Phases
X-Factors
The X-Team Support Structure
How to Build Effective X-Teams
Tools for X-Teams
From Theory to Action
Crafting an Infrastructure for Innovation
The X-Team Program
X-Teams
Distributed Leadership in Action
Notes
Index
About the Authors

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