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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
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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
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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
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British Library CEO Lynne Brindley on helping to spur business innovation (Spanish version)
Brindley, Lynne; Cliffe, SarahArticle HBS-F0711GLeadership and People ManagementThe CEO of the British Library explains how the United Kingdom's exclusive repository for rare books, manuscripts, and scientific papers has loosened up the design of its Business & IP Centre to encourage entrepreneurship and innovation.Starting at €8.20
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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
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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
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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
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The Uses (and Abuses) of Influence
Cialdini, Robert B.; Cliffe, SarahArticle HBS-R1307F-ELeadership and People ManagementThe ability to persuade others to contribute to your efforts is a key skill for managers, for team members--for anyone who wants to elevate the probability of success. Research by leading social scientist Robert Cialdini has found that persuasion works by appealing to certain deeply rooted human responses: liking, reciprocity, social proof, commitment and consistency, authority, and scarcity. In this edited interview with HBR's executive editor, ...Starting at €8.20
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Introduction: When Bad Things Happen to Good Teams
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7789BC-ELeadership and People ManagementWhy do bad things happen to good teams? Teams often fail because their members are following conventional models and theories that rely on the view that all a team needs to succeed is to focus within, on its own processes, on the problem at hand, and on each other as team members. The problem is that the world has changed and this model of internal focus doesn't work so well anymore. Being called to take a new leadership role, teams must become t...Starting at €8.20
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Into a Downward Spiral: How Our Old Models Lead to Failure--Why Good Teams Fail
Ancona, Deborah; Bresman, HenrikBook Chapter HBS-7834BC-ELeadership and People ManagementThe key message that is drilled into all of us in team-building sessions and training guides-and what we're all used to practicing in our organizations-is that effective performance depends on what goes on inside the team. Good internal team functioning is important for success, so it isn't wrong or surprising that teams focus inward. The problem is that it isn't enough. This chapter looks at what happens in exclusively internally focused teams t...Starting at €8.20