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

Zoom, xii

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