Extreme Teaming: Lessons in Complex, Cross-Sector Leadership

Amy C. Edmondson; Jean-François  Harvey

Book | 2017

Extreme Teaming: Lessons in Complex, Cross-Sector Leadership

by Amy C. Edmondson and Jean-François Harvey

Abstract

Today's global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross-industry projects and the ways they must be managed. The authors analyze contemporary cases that expose the complex demands of cross-boundary collaboration on management and inform our understanding of teams. Containing powerful insights and practical guidelines that allow managers to bridge professional divides and organizational boundaries in order to work together effectively, this is a new exploration of the challenges involved in today's global enterprises. The authors demonstrate that the work done in the modern organization is less and less about looking inward and creating strong teams inside the company and more about teaming across boundaries—that often are in flux. Extreme Teaming is a must-read book for all courses related to leading open innovation, teamwork and collaboration, project management, and cross-boundary work.

Keywords: Groups and Teams; Collaborative Innovation and Invention; Leadership; Complexity;

Format: Print

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Edmondson, Amy C., and Jean-François Harvey. Extreme Teaming: Lessons in Complex, Cross-Sector Leadership. Emerald Group Publishing, 2017.

This case focuses on the genesis and development of the open innovation unit at BT, the strategic value of the unit, and its operating model. As the business environment becomes increasingly dynamic and firms are pressured to achieve faster innovation rates, there may be accompanying shifts in the way they pursue innovation. This case illustrates the challenges that this poses to large corporations as well as the key activities the open innovation unit engages in to deal with them. In particular, it must manage relationships with various stakeholders to leverage the value of matching external ideas and technologies with internal resources and capabilities. The case poses the question: Should the open innovation unit fully incubate some ideas, instead of always seeking partnership with commitment from a customer-facing unit?

Despite discussion in the management literature about agile organizations or learning organizations, many large organizations are top-down, slow to change, and fraught with obstacles to learning. We describe “strategy-as-learning” to contrast with the traditional concept of “strategy-as-planning.” Practicing the work of organizational strategy as a learning process implies eschewing a set of firm decisions and preconceived courses of action. Instead, strategy formulation and execution develop from setting a direction and posing a set of questions to be defined, refined, and iteratively answered. Strategy-making is thus about developing and advancing hypotheses to be tested. In this context, psychological safety plays a crucial role in shaping the quality of strategy-as-learning, as psychological safety enables speaking up, error reporting, dissenting, and candidly discussing risks. Without these behaviors, especially at the executive levels, organizations are at risk of strategic failures that could have been avoided.

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Extreme Teaming: Lessons in Complex, Cross-Sector Leadership

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