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X Teams | Innovate, Lead, And Succeed With Your Teams

X Teams

X Teams | Innovate, Lead, And Succeed With Your Teams: The research-based book X-Teams: How To Build Teams That Lead, Innovate, and Succeed by Henrik Bresman and Deborah Ancona from INSEAD and MIT Sloan School of Management can offer you an explanation.

The authors illustrate that typical team models fail to innovate. Instead, strong teams ignore external stakeholders and conditions.

How Can We Fix This?

I am making the team an X-team.

X Teams | Innovate, Lead, And Succeed With Your Teams

X Teams

The X-Team Has A Winning Strategy

Organizational life has evolved into a competitive, quick, and innovative structure with multiple alliances rather than centralized hierarchies. Because of these modifications, the standard team modules no longer work.

The X-team presents a new team paradigm that is externally orientated. This team balances internal and external activity. The X-team goes outside from day one and stays outside throughout the project’s lifecycle.

To achieve a state of equilibrium, the x-team must maintain an external perspective even when working within. To establish balance, the team must adopt an external perspective.

Because they are externally focused, X-teams may quickly identify new requirements and opportunities. They are also better at creating good relationships with management and other groups inside their firm to ensure their work is valued and appreciated.

Because they focus on external stakeholders and conditions, X-teams are less prone to commit classic blunders.

Finally, the X-team helps the organization generate and execute creative ideas. Overall, these teams can boost both internal and external inventive capability.

How To Create X-Teams

To create an effective X-team that can jump into external activities, follow these four steps:

Step 1: Pick Your Cast And Stage

When selecting team members, team leaders should consider their abilities and talents and their social networks or affiliations. Recruits are chosen for their connections. The initial phase is dedicate to getting to know one another, creating a culture of psychological safety, and team reflection.

Step 2: Explore

When the team is done exploring their assignment, they move on to the next task. The team must suspend old beliefs and see the world in new ways. After exploration, new understandings lead to additional actions later in the project distribution line.

Step 3: Exploit Others

In this step, the team chooses one of the possible directions and works to make it happen. Now members move from brainstorming sessions and ideas to implement things. They shift their focus to implementation and execution.

Step 4: Complete Exportation

Here the team exports their project to the rest of the company. Exportation’s key purpose is to transmit the team’s energy, movement, and tacit knowledge to the next phase.

Who Is It For?

X-teams aim at all levels of managers in all enterprises. From senior executives to all team members that desire to succeed. This book is intended to answer six questions:

  • How can firms securely move from decentralized to more innovative structures?
  • So may companies delegate leadership to lower levels?
  • Know how we help people who are overload with daily tasks focus on new future directions?
  • How to unlock the creativity of changemakers?
  • How to connect top-down strategy to fresh initiatives?
  • See how to boost team performance and happiness?

X-teams is a helpful resource for academics, consultants, and anybody interested in managing teams in a new organizational framework.

This book’s sole purpose is to assist people in thinking differently about their teams and innovating and altering their organizations. It may also give a foundation for reshaping certain fundamental assumptions in research and practice.

The Ending Thoughts

Apply new models to successful efforts with this book. Building a winning X-team will also help. Visit this site to buy, download, or read more about X-Teams.

You may also post any queries or suggestions concerning the book in the comments area below.

Author Biography

The MIT Leadership Center’s academic director, Deborah Ancona, is a Seley Distinguish Professor of Management at MIT. She has advised AT&T, BP, CVRD, Merrill Lynch, and Newscorp on leadership and innovation.

Henrik Bresman teaches organizational leadership, technology innovation, and change management to INSEAD MBA and executive students. His PhD is from MIT. He has an MSc in Economics from Stockholm School of Economics.

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