If the sale of goods or services, strategic decision-making by providing solutions and innovations, most of the work today is any substance teams. However, since the early 1990s, teams have evolved from the more stable groups, where participants were combined, on a common mission, and directed by one leader to a matrix of persons with colleagues located around the world, juggling time between multiple projects and several leaders accountable. As teams have become more fluid, significant problems have been put traditional recommendation on team building, leadership, roles and processes. This article describes how leaders at all levels within the organization can get innovation and productivity by shifting the focus from building a team for developing networks in the key points of performance. "Hide
by Rob Cross, Kate Ehrlich, Ross Dawson, John Gelferiha Source: California Management Review 26 pages. Publication Date: August 1, 2008. Prod. #: CMR404-PDF-ENG
Related Case Solutions & Analyses:
CTechnologies: Bringing the Cloud to Earth
Heartland Payment Systmems Inc.
Bristol-Myers Squibb Company – Managing Shareholders Expectations
Weber Shandwick: The Client Relationship Leader Program
Blackhawk Urology
Lucas Chevrolet File
Select Collections Inc.
Corporate Renewal in America
Note on Financial Reporting Strategy and Analysis When Managers Have Proprietary Information
Ifrs And Gaap Frequent Flyer Plan
