Bøger af Deborah Ancona

"You build a team around top-notch talent. The team members work well together; they're committed to the mission and highly motivated to perform. Yet the results are disappointing. You're not seeing creativity and flexibility. You're not getting breakthrough ideas. 'Good' teams build camaraderie, confidence in their abilities, and a solid process for working together. But these internal dynamics-while positive in themselves-can create a wall between the team and the outside world. And that wall can prevent the team from adapting to change and delivering value to the organization. In this updated edition with a new preface and new research, Deborah Ancona and Henrik Bresman describe an externally focused team model-the X-team-that is even more relevant today than when it was first introduced. With their distinctively flexible membership and leadership structure, X-teams continuously reach outward to fuel the innovation process. With new examples and research from organizations such as Microsoft, Takeda, and the Museum of Modern Art, Ancona and Bresman show you how to build X-teams that: Keep pace with shifts in markets, technologies, cultures, and your competition; innovate by moving quickly from generating ideas to executing and diffusing them throughout your organization; and employ 'distributed leadership' to unlock crucial information, expertise, and new ways of working together-wherever these qualities reside within or outside your company. In an increasingly complex and ever-changing world, where adaptability and creativity are paramount to an enterprise's success-and even its survival-X-Teams is your handbook for winning"--

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that whats needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership.The authors highlight that X-teams not only are able to adapt in ways that traditional teams arent, but that they actually improve an organizations ability to produce creative ideas and execute themincreasing the entrepreneurial and innovative capacity within the firm. Whats more, the new environment demands what the authors call distributed leadership, and the book highlights how X-teams powerfully embody this idea.