Index
- Accenture, 14
- adversaries, containing, 65, 68–69
- agility, xv, 10–11
- task interdependencies and, 49
- allies, cultivating, 65, 68–69
- Allikmets, Kristina, 162–163
- ambassadorship, 16–17, 41, 64–70, 115, 122–124
- allies and adversaries in, 65, 68–69
- cautions on, 69–70
- checklist on, 133–134
- defined, 55
- experimentation and execution and, 100–101
- exploration and, 99
- exportation and, 103–104
- lobbying for team and member ideas, 66–68
- at Merrill, 102
- transitions and, 94–95
- x-team programs and, 139
- ambidexterity, 171–172
- ambiguity, 15–16, 40, 153
- Anderson, Philip, 176, 179
- Apple, 160–161
- architecting leaders, 158–159, 162
- artificial intelligence, xii, 25, 116, 149
- assumptions, 142–143
- asynchrony, 15–16
- autonomy, 44–45, 154
- balance, 35–36
- Bank Jago, 86
- BioNTech, 43
- blame, 33–34, 85
- Boehringer Ingelheim, 14
- boundaries, xii, xiv–xv, 142–143, 144–145
- boundary spanners, 115
- BP, 62
- brainstorming, 124
- Broad Institute of MIT and Harvard, 14
- bundling, 42
- burnout, 138–139
- buy-in, 35–36
- exploration and, 99
- in Merrill, 96
- to strategic initiatives, 65–66
- cajoling, 73–74
- candidness, 117, 128
- Cascade, Microsoft, 5–10, 57–58, 154
- celebrations, 151
- check-ins, 89–90, 117–118, 150
- checklists, 115, 125–135, 148
- cheerleaders, 115, 123, 133
- collaboration, 124
- collective intelligence, xv
- communication
- ambassadorship and, 134
- direction of, 27–28
- open, 123–124
- psychological safety and, 84–87, 116–118
- competition, 40, 44–45
- information dispersion and, 45–48
- mapping, 121–122, 131–132, 147
- monitoring, 47
- sensemaking and, 60–61
- work structures and, 49–50
- complexity, 15–16, 40, 153
- conductors, 168–170
- consulting, 24
- contests, 167
- context, xi–xii, 31
- research on, xiv–xv
- sensemaking and, 56–57
- shifting, 41–42
- socialization and, xiv
- convergence, 100
- convincing, 73–74
- core members, 81–82, 145
- Covid-19 pandemic, xi
- hybrid work and, 39–40
- pace of change in, 167–168
- vaccine development, 43
- creativity, 41, 120
- credibility building, 161–162, 163
- cross-staffing, xi–xii
- customers
- changing needs of, 46–47
- focus on, 8–9
- perspective of, 121, 131
- sensemaking and, 60–61
- x-team links to, 10
- Dare to Discover, 154–155
- decentralized autonomous organizations (DAOs), xii
- decision-making, 26–27
- dependencies, identifying, 71–72. See also task coordination
- “Design for Modern Life” exhibition, 157
- de Vries, Thomas, 175
- distressed equities, trading, 96–98, 101–102, 104–105
- distributed leadership, 4–5, 36, 79, 145–146
- autonomy to innovate and, 154
- conductors and, 168–170
- leadership skills for, 155, 159–163
- the need for, ix–x, xiv
- psychological safety and, 84
- teams in, 37
- through x-team programs, 138–142
- x-teams as vehicle for, 142
- divergent thinking, 100, 117, 128
- diversity, 15–16, 72
- downward spiral, 29–35
- being stuck on the old, missing the new and, 32
- blaming outside enemies for, 33–34
- failure in, 34–35
- organization as echo chamber and, 33
- starting from behind and, 29–32
- Dragon Award, 150
- echo chambers, 33
- Edmondson, Amy, xiv. See also psychological safety
- Eisenhardt, Kathleen, 178, 180
- education, teams in, 26–35
- electrical engineering industry, 77–79
- embedding x-teams, 153–173
- incubators for, 163–172
- leadership roles and, 155–159
- leadership skills and, 155, 159–163
- empowerment, 164–166
- enabling leaders, 157–158, 162
- entrepreneurial leaders, 155–157, 162
- entrepreneurship, 41
- Entry, 65–66
- environment
- challenges for teams and, 41–50
- exponentially changing, 40
- initial interactions with, 27–28
- internal, 6, 16–17, 35–36, 77–78
- mapping, 27–28, 121–122
- of safety, 28–29, 75, 80, 84–87, 116–118
- sensing opportunities in, 167
- Ergun, Elcin Barker, 58
- evolutionary changes, xi–xiii
- execution, 10, 17, 99–102
- core x-team activities in, 95
- leadership activities in, 95
- tasks in, 95
- expectations. See also norms
- of management, 31
- sensemaking and, 57, 59–60
- setting, 124
- experimentation, 10, 17, 93, 99–102
- core x-team activities in, 95
- leadership activities in, 95
- tasks in, 95
- expert advice, 120–121, 130–131, 147
- expertise, 145
- exploration, 9–10, 17, 93, 95–99
- core x-team activities in, 95
- goal of, 97–99
- leadership activities in, 95
- tasks in, 95
- exponentially changing world, 40
- exportation, 10, 93, 102–105
- core x-team activities in, 95
- defined, 102
- leadership activities in, 95
- tasks in, 95
- external activity, 53–75
- ambassadorship, 55, 64–70
- defining, 55–56
- effects of on internal activity, 79
- sensemaking, 55, 56–63
- setting up for, 166–168
- task coordination, 55, 70–74
- external focus, xiii, 5, 53–75
- balance with, 35–36
- combining with internal focus, 24
- innovation and, 25
- knowledge sources and, 47–48
- performance and, 23–24
- proactive engagement and, 42
- productivity and, 25
- roles of in teams, 22
- team activities and, 16–17
- in x-teams, 7–9
- feedback, 34
- on cheerleading, 123
- at Microsoft, 8
- reflection and, 88
- responses to, 34–35
- task coordination and, 71, 72–73
- vicarious learning and, 122
- in x-team programs, 149
- Fields, Mark, 86–87
- flexibility, 3, 167–168
- focus
- burnout and, 139
- in experimentation and execution, 100
- on innovation, 4
- inward, 2–5
- team strategy and, 27–28
- in x-team programs, 148–150
- Ford, 86–87
- forums, 167
- 4-CAP+ leadership model, 159–163
- Gersick, Connie, 177, 178
- GitHub, 9
- global context, x
- goals, 27–28, 81, 83
- checklist on, 126
- setting, 113–114
- Google Docs, 8–9
- hackathons, 167
- health care
- psychological safety and, 85
- quality-of-work-life project in, 22–23
- hierarchy, 39–40
- ambassadorship and, 64–70
- HubSpot, 18, 164, 165, 166, 168
- hybrid work, xii, xiii–xiv, 39–40, 106
- ideas, winnowing down, 97
- IDEO, 62–63, 72
- information
- collecting, 119, 130
- dispersion of, 45–48
- outdated, 32
- psychological safety and, 84–85
- sharing, 31–32, 78
- sources of, 27–28
- technical data, 45, 153
- tools for gathering and exchanging, 118
- information systems, 148–149
- innovation, 40
- ambidexterity and, 171–172
- distributed leadership and, 154–155
- drug development and, 42–44
- external connections and, 25
- forums, etc. for, 167
- infrastructure for, x, 153–173
- knowledge dispersion and, 47–48
- leadership roles and, 155–159
- organizational life and focus on, 4
- teams as agents for, 37, 47
- x-team programs and, 138–139
- integrated approach, 27–29, 75
- ambassadorship and, 64–70
- intellectual property, 166–167
- Intellicode, 6
- internal environment, 9, 16–17, 77–90
- balance with, 35–36
- checklists for creating, 126–130
- getting the basics right in, 80–83
- how to create a robust, 112–119
- learning and, 80, 87–90
- internal focus, xiii, 2–5, 11
- combining with external focus, 24
- distributed focus and, 4–5
- downward spiral with, 29–35
- integrated approach vs., 27–29
- negative outcomes from, 2–3
- research on, 22–25
- volatility and, 24
- when it works, 36
- inventing, 161
- knowledge
- changing nature of, 45–48
- know-it-all vs. learn-it-all views of, 7
- outside sources for, 47–48
- sensemaking and, 57, 60–61
- specialization in, 46
- structure of, 41–42, 45–47
- technical and scientific, 45, 46
- transferring, 102–105
- leaders and leadership, 12
- ambassadorship and, 64–70, 123, 133
- architecting, 158–159, 162
- distributed, 4–5, 36
- enabling, 157–158, 162
- entrepreneurial, 155–157, 162
- exploration and, 99
- hierarchical organizations and, 39–40
- roles for, 155–159
- skills for, 155, 159–163
- teams in, 54
- views of teams by, 33
- x-team links to, 10
- in x-team phases, 95
- learning, 7
- closing teams and, 151
- creating a culture of, 118–119, 129–130
- internal environment and, 80, 87–90
- at Microsoft, 9
- prioritizing, 168
- sensemaking and, 57
- streams of, 62
- vicarious, 61–63, 122, 132
- liaisons, 115
- Li & Fung, 14
- Live Share, 6, 7
- Lo, Andrew, 96
- lobbying, 66–68. See also ambassadorship
- exploration and, 99
- Lowry, Glenn, 158
- Luciano, Margaret, 175
- Malone, Thomas, 180
- Maloney, Mary, 176
- managers and management, 11
- across boundaries, 74
- ambassadorship and, 64–70
- determining expectations of, 31
- empowerment and, 165–166
- exportation and, 103–104
- linking to strategic initiatives, 65–66
- managing upward and outward, 22
- x-team links to, 10
- x-team programs and, 139
- of x-teams, 168–170
- x-team thriving and, 18
- markets
- keeping track of, 45–46, 47
- researching, 6
- sensemaking and, 57
- Mayo, Anna, 176, 177, 179
- McNerney, James, 64
- Mead, Margaret, 173
- meetings, 144
- coaches in, 148
- with competitors, 147
- facilitation of, 114
- learning in, 118
- norms for, 114
- reflection time in, 128, 130
- SCRAP approach to, 166
- Menarini, 58
- mental models, 3–4
- Merrill, 14, 95–98, 101–102
- exportation at, 103–104
- transitions at, 104–105
- Microsoft
- Cascade team, 5–10, 57–58, 154
- innovation teams at, 172
- Office, 49
- mindsets, 144
- out-before-in, xiii, 147–148, 166–168
- strategic, 156–157
- MIT
- Media Lab, 149
- Sloan School of Management, 64
- modeling, 170–171
- Mortensen, Mark, xi, xiv–xv, 175, 179
- Mulally, Alan, 86–87
- Museum of Modern Art, 18, 156–157, 158–159
- Myers, Christopher, 176, 177
- Nadella, Satya, 7, 154
- Nadler, David, 176
- NASCAR, 62–63
- negotiations, 73–74
- Neiman Marcus, 62
- networking, 166–168
- Ng, Jerry, 86
- norms, 83, 112, 114, 127
- offsite days, 90
- Okhuysen, Gerardo, 180
- online tools, 115–116
- openness, 9
- operational members, 82, 145
- O’Reilly, Charles, 180
- organizational culture
- ambassadorship and, 64–70
- of innovation, 154–155
- know-it-all vs. learn-it-all, 7
- of learning, 118–119, 168
- mapping, 133
- of safety, 28–29, 75, 80, 84–87, 116–118
- sensemaking and, 59–60, 122
- organizational life, 4, 15–16
- changes in, 153–154
- evolutionary changes in, xi–xiii
- hybrid work and, 39–40
- organizational structure, 39–50
- changes in, 153–154
- hierarchical, 39–40
- mapping, 132
- power shifts and, 42–45
- sensemaking and, 122
- organizational terrain, 59–60
- out-before-in mindset, xiii, 147–148, 166–168
- outer-net members, 82–83, 145
- overload, 164–166
- partnering, 144
- passion, 67
- Pentland, Alex, 176, 177
- performance, 11, 14
- in downward spirals, 32
- internal focus and, 21–25
- research on what affects, 23–24
- Perlow, Leslie, 180
- perspectives, 98, 121, 131
- Pfizer, 43
- pharmaceutical industry, 24, 42–45
- combating inertia in, 143
- reflection in, 88–89
- sensemaking in, 58
- task interdependencies in, 48–50
- Plump, Andy, 154–155
- plus-delta system, 149
- politics, 65, 68–69, 79
- exploration and, 98
- mapping, 132
- sensemaking and, 122
- power structures, 41, 42–45, 141–142
- processes, 9, 16–17
- external activity and, 74–75
- for learning, 118, 129
- productivity, 24
- external connections and, 25
- progress, monitoring, 147
- project managers, 114–115
- ProPrint, 91–92
- prototypes, 100
- psychological safety, xiv, 28–29, 75, 80, 84–87
- checklist on, 128–129
- closing teams and, 151
- creating, 116–118
- pulsing rhythm of activity, 105–106, 169–170
- questions
- reflection and, 88
- in task definition, 113
- recognition, 150, 170–171
- reflection, 75, 87–90, 119
- fostering, 130
- psychological safety and, 128–129
- regulatory environments, 77–78
- relationship skills, 160
- remote work, xiii. See also hybrid work
- reports, 151
- research, x, xiv–xv
- on internal focus, 6
- on markets, 6
- on performance, 23–24
- on x-teams, ix–x, 13–14
- resistance, 142–143, 145–146, 157
- resources, 170–171
- ambassadorship and, 64, 66
- making the case for, 44
- responsibility, 44–45
- revolutionary changes, xi, xiii–xv
- reward systems, 170–171
- Riedl, Christoph, xv
- roles, team, 81–83, 112–113, 114–115, 127
- root cause analysis, 88
- safety, xiv, 28–29, 75, 80, 84–87
- scenarios, 101
- scheduling, 124
- Schein, Edgar, 180
- SCRAP approach, 166
- sensemakers, 115
- external, 119–122
- sensemaking, 16–17, 42
- checklist on, 130–133
- customers and competitors in, 60–61
- defined, 55
- experimentation and execution and, 100–101
- exploration and, 98
- exportation and, 103
- external, 58
- getting stuck in, 63
- leadership skills and, 159–160
- at Merrill, 96, 102
- organizational terrain and, 59–60
- task coordination and, 73
- transitions and, 94–95
- vicarious learning and, 61–63
- signals, sending the right, 170–171
- Silver, Amanda, 5
- socialization, decontextualized, xiii
- specialization, 46
- staffing, 144–145
- stakeholders, 113, 147
- buy-in from, 35–36
- starting from behind, 29–32
- Stasser, Garold, 178
- statistical packages, 115
- Stierli, Martino, 157
- storytelling, 170–171
- strategic mindset, 156–157
- strategy
- ambassadorship and, 65–66
- architecting leaders and, 158–159
- of bundling, 42
- external vs. internal focus and, 27–29
- setting the x-team course and, 164
- x-team links to, 10
- x-team programs and alignment with, 139–140
- streams of learning, 62
- success stories, 151
- Sull, Donald, 180
- synergies, 42, 124–125, 135
- Takeda, 14, 18, 143, 146
- distributed leadership at, 154–155
- leadership academy at, 171
- leadership skills at, 162–163
- learning at, 152
- recognition at, 149, 150
- support at, 148
- task coordination, 16–17, 41, 42, 70–74, 124–125
- checklist on, 134–135
- convincing, negotiating, and cajoling in, 71, 73–74
- defined, 55
- experimentation and execution and, 100–101
- getting feedback for, 71, 72–73
- identifying dependencies for, 71–72
- interdependencies and, 48–50
- transitions and, 94–95
- task coordinators, 115
- task decomposition, 49
- task definition, 113, 126
- team building, 27–28, 31
- teams. See also x-teams
- boundaries and, xii, 142–145
- challenges for today’s, 41–50
- cohesion in, 31–32
- common conceptualizations of, xi
- core members in, 81–82, 145
- decision making in, 26–27
- downward spiral in, 29–35
- externally vs. internally focused educational, 26–35
- goals in, 81
- inwardly focused, 2–5
- membership in multiple, xi–xii
- Microsoft Cascade, 5–10
- the need for, ix
- norms in, 83, 112, 114
- operational members in, 82, 145
- outer-net members in, 82–83, 145
- revolutionary changes in, xiii–xv
- roles in, 81–83, 112–113, 114–115
- satisfaction in, 31–32
- stable vs. dynamic membership in, xi
- starting from behind, 29–32
- steps to success inside, 112–119
- of teams, xii
- tools for, 115–116, 127–128
- traditional theories on effective, 3–4, 21–37
- traditional vs. x-teams, 7–10
- why they fail, 15–16, 21–37
- technical data, 45, 153
- technology, xii
- artificial intelligence, xii, 25, 116, 149
- decontextualized socialization and, xiv
- telecommunications industry, 23, 53, 56, 59–60
- internal environment and, 79–80
- task coordination in, 70–71, 73–74
- Temkin, Ann, 158, 159
- temporal design, 169–170
- Thompson, Leigh, 178
- time commitments, 166
- time management, 170–171
- tools, 127–128, 129, 146, 149
- Toyota, 84, 88
- trade-offs, 79
- training, 146
- transitions, 9–10, 17, 91–107
- experimentation and execution and, 10, 17, 93, 99–102
- exploration and, 9–10, 17, 93, 95–99
- exportation and, 10, 93, 102–105
- pulsing rhythm in, 105–106
- from sensemaking, 63
- trust, 87
- Tushman, Michael, 176, 179, 180
- uncertainty, 15–16, 40, 153
- us-versus-them perspective, 3
- vertical integration, 64–70
- lobbying and, 68
- vicarious learning, 61–63, 122, 132
- virtual contexts, x
- vision, 41, 67, 68, 158–159, 164
- x-team programs and, 139–140
- visioning, 160–161
- Visual Studio Code, 58
- volatility, 15–16, 24, 40, 153
- Wageman, Ruth, 177, 178
- Weick, Karl, 55, 177, 180
- West, Michael, 178
- Whyte, William, 177
- Wittenbaum, Gwen, 178
- Wolf, Karen, 150
- Woolley, Anita, xv, 175, 176, 179
- workloads, 164–166
- work plans, 115–116
- x-teams, 5–12
- ambassadorship by, 122–124
- checklists for, 115, 125–135
- closing, 150–152
- compared with traditional teams, 7–10
- creating and making them work, 17–18, 106
- culture of learning in, 118–119
- defined, 7
- embedding, 153–173
- external focus in, 7–9, 53–75
- internal environment and, 77–90
- leadership skills for, 155, 159–163
- managing, 168–170
- member types in, 145
- the need for, ix–x
- performance of, 11
- processes in, 9
- psychological safety in, 116–118
- relevance of, ix–x
- research on, ix–x, 13–14
- rewards of, 172–173
- sensemaking by, 119–122
- staffing, 144–145
- steps to making them happen, 111–135
- steps to success inside, 112–119
- steps to success outside, 119–125, 130–135
- task coordination by, 124–125
- transitions in, 9–10, 17, 91–107
- when to use, 11
- x-team programs, 137–152
- closing, 150–152
- distributed leadership through, 138–142
- focus in, 148–150
- incubators for, 155, 163–172
- launching, 145–146
- leaders and the power to change with, 139–140
- managing overload and empowering, 164–166
- power structures and, 141–142
- resistance and assumptions and, 142–143
- road map for success in, 144–152
- setting the course for, 164
- small steps in, 146–148
- staffing and, 144–145
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