Inclui bibliografia e índice.

INTRODUCTION - When Bad Things Happen to Good Teams PART I - WHY GOOD TEAMS FAIL ONE - Into a Downward Spiral How Our Old Models Lead to Failure TWO - A Changing World New Kinds of Organizations, New Kinds of Teams PART II - WHAT WORKS THREE - X-Team Principle 1 External Activity FOUR - X-Team Principle 2 Extreme Execution FIVE - X-Team Principle 3 Flexible Phases SIX - X-Factors The X-Team Support Structure PART III - HOW TO BUILD EFFECTIVE X-TEAMS SEVEN - Tools for X-Teams From Theory to Action EIGHT - Crafting an Infrastructure for Innovation The X-Team Program NINE - X-Teams Distributed Leadership in Action NOTES INDEX ABOUT THE AUTHORS

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them—increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.