Drug-development teams were more adept at drawing in external technology. X-teams in sales were seen to bring in more revenue. One observed X-team greatly improved the dispersal of innovation throughout its organization.
![xteam body works xteam body works](https://www.rccaraction.com/wp-content/uploads/2015/07/LOS05003_a221.jpg)
The researchers outline the five components of X-teams they have studied: external activity, extensive ties both inside the larger organization and outside the company, expandable tiers or kinds of responsibility, flexible membership (switching roles, moving in and out of the team as needed) and execution mechanisms that facilitate getting the job done. And they explain how managers in a wide variety of industries and functions can establish the organizational structures that support such teams. The authors detail the high levels of performance that X-teams are seeing. Fortunately, a new, externally focused team has arisen: the X-team. Traditional team-building activities are still important, they contend, but only when combined with a greater awareness of external stakeholders and information sources. Three MIT Sloan School researchers think they have found the reason: Traditional teams are too inwardly focused and lack flexibility.
![xteam body works xteam body works](https://images-na.ssl-images-amazon.com/images/I/51jBTZKOjlL._AC_SX425_.jpg)
Even when they establish clear roles and responsibilities, build trust among members and define goals according to the book, their projects often fail or get axed. Traditional teams are not faring well in today's rapidly changing business environment.