Download Extreme Teams: Why Pixar, Netflix, Airbnb, and Other by Robert Bruce Shaw PDF

By Robert Bruce Shaw

Managers wish nice groups, yet so much construct them round decades-old rules and practices made preferred by way of businesses that experience misplaced their edge. 

Extreme groups looks on the new iteration of groups using progress in modern day so much cutting edge organizations. They do that via tossing traditional knowledge and doing issues differently.  The publication takes you within those daring businesses and examines the teamwork experiments powering their effects, together with how: 

  • Pixar's groups use rapid-cycle suggestions and no-holds debate to remodel before everything unsuitable movies into billion-dollar hits
  • A tradition of radical "freedom and accountability" is helping Netflix execute at the subsequent enormous factor and rework its industry
  • Whole Food's super-autonomous groups embody difficult metrics and pleasant festival to force performance
  • Zappos embraces the weirdness and enjoyable that sustains its success

Times switch, and so needs to groups. Designing and dealing with high-performance groups calls for upgrading outmoded ideals and behaviors, and growing on your corporation the extent of depth and collaboration had to face down any problem.

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Additional info for Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail

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These groups are a work in progress, each trying different team approaches to determine what works for them. In that regard, they are worthy of our attention both for their willingness to experiment and their successes in doing so. That they have cast aside conventional wisdom may be the most important lesson for those seeking to improve their own groups. In creating teams that win, fortune does favor the bold. TAKEAWAYS Cutting-edge companies are using teams in innovative ways to outperform their competitors.

First, poor performers can reduce the bonus pay of all team members if the team’s results suffer. That gets everyone’s attention. Second, weak members can damage a team’s reputation, as each team’s results are posted within each store. Reputation is no small matter in a company where ownership of results resides with each team. New hires at Whole Foods need two-thirds of their team members to vote “yes” if they are to remain with the company. In the vast majority of cases, new hires are accepted by their team.

These teams believe that fighting over the right issues, regardless of the discomfort it causes, results in better outcomes. Equally important is the ability of these teams to take on big challenges and the risks associated with innovation.  .  . View work as a job to be done professionally View work as a calling—even an obsession Value team members’ individual experiences and capabilities Value members’ cultural fit and ability to collectively produce results Pursue many priorities at once—more is more Pursue a limited set of vital priorities—less is more Strive to create a culture that is efficient and predictable Strive to create a culture that is at once both hard and soft Value harmony among team members—striving to avoid conflict and discomfort Value conflict among team members—recognizing the benefit of being uncomfortable Let me offer a few caveats before moving on, in the following chapters, to the core practices of extreme teams: First, one can select different firms and teams as case studies using the same criteria I noted earlier (that is, selecting groups that are both successful and innovative in how they use teams).

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