![]() ![]() The former cell phone industry trailblazer was lagging behind more nimble Scandinavian companies like Ericsson and Nokia, and even Korean players like Samsung and LG. By the late nineties, Motorola, the communications industry juggernaut, had fallen off track. X-team external behaviors are illustrated by the Razr team at Motorola. Like other project team members, members of an X-team are selected because they have the necessary content expertise, process skills, personality, and motivation to work together “on the inside.” But they are also chosen for their ties to other individuals and groups that can help the team achieve its goals, whether inside or outside the company. “Going outside” is a top priority from the day the team comes together. While most teams engage in some degree of external activity, X-teams view such activity as central to their mission, their mindset, and their modus operandi. ![]() Numerous research studies comparing high- and low-performing teams-including sales teams, product development teams, and consulting teams in the computer, software, pharmaceutical, and financial services industries-enabled us to develop the X-team model of high-performing teams.Īn X-team combines and integrates high levels of external activity with extreme execution inside the team, hence the name. What Is an X-Team and What Makes It Special? In other words, in the real world, “good” teams often fail. That will not change anytime soon.įact: Most of our thinking about what makes a team successful is focused on internal dynamics for instance, on how team members interact, how they structure their work, how they resolve their differences.įact: Some of the most provocative research on team performance indicates clearly that a team can work well “on the inside” and still not deliver results. How do you actually do it? We offer one eminently practical answer: X-teams.įact: Especially in large, complex organizations, the most important work-including the critical work of generating new products and services. The hard part is to put in place teams that emerge as reliable engines of innovation. Years of research (ours and others’) show that the real action takes place at the team level. For those companies-and for government agencies, nonprofits, school systems, and other organizations facing their own innovation challenges-the question is how do you actually create an infrastructure of innovation? How do you establish the conditions that produce breakthrough innovation-not just once, but again and again? NPR 7120.5 Revision F Rollout Briefing (NASA Only)įor more and more companies in today’s hypercompetitive business environment, success depends on the ability to innovate and put innovations to productive and profitable use.Lessons Learned Lifecycle and Highlights.Systems and Engineering Leadership Program (SELP).
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