This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
X-Team Principle 2: Extreme Execution--Internal and External Activity are Complementary
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7837BC-ELeadership and People ManagementHigh-performing teams, or "X-teams," combine high levels of external activity outside the team with extreme execution inside the team. This chapter examines what it takes to build a culture of extreme execution and provides tools that foster the internal processes that are needed to coordinate, integrate, and reap the benefits of the external activities of X-teams. This chapter is excerpted from "X-Teams: How to Build Teams That Lead, Innovate, ...Starting at €8.20
-
X-Factors: The X-Team Support Structure--Designing a Team to Maximize Your Company's Innovative Capacity
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7839BC-ELeadership and People ManagementIt takes an X-team, a high-performing team that is externally as well as internally focused, to engage in distributed leadership through its ability to innovate, adapt, and bring life to corporate strategies. But the X-team is not a simple solution: it requires melding internal and external activities, shifting activities over time, and linking the passion and voice from below to the big picture on high. Given such complexity, how is it possible ...Starting at €8.20
-
Crafting an Infrastructure for Innovation: The X-Team Program
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7841BC-ELeadership and People ManagementSuppose you are a CEO, or the director of a large division, or the head of human resources, or a manager in R&D, and you don't want to create just one high-performing X-team? What if you want to create a set of X-teams that create innovative products and ideas year after year and eventually reshape the way your organization functions? This calls for an X-team program-such as those developed at Merrill Lynch and BP. This chapter is excerpted from...Starting at €8.20
-
Baker & McKenzie (B): A New Framework for Talent Management
Groysberg, Boris; Sherman, EliotCase HBS-408009-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
-
American National Red Cross (B)
Lorsch, Jay W.; Sherman, Eliot; Chen, DavidCase HBS-408041-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
-
Sloan & Harrison: Descontento de los socios no Capitalistas
Groysberg, Boris; Sherman, EliotCase HBS-412S11Leadership and People ManagementEl bufete de abogados, Sloan y Harrison, estaba tratando con cierto descontento entre sus socios no participativos juveniles. Estos socios se refieren a la transparencia del proceso de avance, su capacidad para posicionarse como líderes tanto dentro de la empresa y hacedores de lluvia, y la política de promoción dentro de la empresa. La empresa debe encontrar soluciones a estos retos. socios más antiguos se preguntaba: ¿era el camino a la asociac...Starting at €8.20
-
X-Team Principle 1: External Activity--Achieving High Performance by Managing Teams Across Their Boundaries
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7836BC-ELeadership and People ManagementHigh-performing teams manage across their boundaries, reaching out to find the information they need, understand the context in which they work, manage the politics and power struggles that surround any team initiative, get support for their ideas, and coordinate the myriad other groups that are key to a team's success. This chapter describes some strategies for helping teams break out of their often myopic internal focus to become X-teams: teams...Starting at €8.20
-
X-Team Principle 3: Flexible Phases--Changing the Team's Core Tasks Over Time
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7838BC-ELeadership and People ManagementNo matter what activity a team is assigned, whether it is creating a new product, suggesting a new organizational process, consulting to a particular geographic region, selling complex products, or writing software code, members need to shift their core focus over time. As the demands of the task change, team members must be flexible enough to shift gears and change what they do and how they do it. As this chapter illustrates, X-teams-high-perfor...Starting at €8.20
-
X-Teams: Distributed Leadership in Action
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7842BC-ELeadership and People ManagementIn today's unstable, innovation-driven business environment, effective executive leadership alone isn't sufficient for organizational success. In the distributed leadership model, leadership must exist at all levels of the firm, and anyone who feels as if he or she can make a contribution is able to take a leadership role. This allows organizations to tap the intellectual, interpersonal, rational, intuitive, conceptual, and creative capacities of...Starting at €8.20
-
La Cruz Roja Nacional Americana (A)
Lorsch, Jay W.; Sherman, Eliot; Chen, DavidCase HBS-410S27Leadership and People ManagementSe describen los problemas de gobernabilidad que enfrenta la Junta de Gobernadores de la Cruz Roja Americana. Después de una serie de cuestiones - FDA decreto de consentimiento en sus operaciones de sangre; la respuesta a 9/11 y el huracán Katrina - la junta de la Cruz Roja estaba bajo presión para fijar su gobierno por parte del público, los medios de comunicación y del Congreso. Describe la estructura y prácticas de gobierno de la Cruz Roja en ...Starting at €8.20