The Power of X Teams: Exploring External Focus with Henrik Bresman

The Power of X Teams: Exploring External Focus with Professor Henrik Bresman

In today's rapidly changing world, the traditional methods of building and leading teams are being challenged. This evolving landscape is precisely what Professor Henrik Bresman of INSEAD and co-author of the book "X Teams: How to Build Teams that Lead, Innovate, and Succeed," addressed in his conversation with Mick Spiers on The Leadership Project. Their discussion delves into the necessity of reimagining team dynamics with an emphasis on external focus.

The Evolution of Team Dynamics

Traditionally, organisations have prioritised internal alignment within teams, focusing on goals, roles, and interpersonal relationships. While internal synergy is crucial, Prof. Henrik Bresman's research emphasises the importance of aligning teams externally with their stakeholders to achieve lasting success. The concept of X Teams, co-developed with Deborah Ancona from MIT, champions this external focus, arguing that alignment with external parties can drive team performance more significantly than internal synergy alone.

Breaking Free from Autopilot

Mick Spiers and Henrik Bresman observe that high-performing teams often become entrenched in habits that may have been successful in the past but are now outdated in an exponentially changing world. Henrik highlights that many teams, despite having the right intentions, falter due to long-standing internal focus and an unconscious avoidance of external challenges and feedback. Fear of negative responses and the discomfort of disrupting internal harmony often prevent teams from seeking valuable external insights.

The Tripod of Success: Knowledge, Power, and Work Structures

Henrik introduces a framework for effective external engagement, emphasising the need for teams to connect with three key structures:

1. Knowledge Structures: Continuously update the map of the external environment, including customer needs, competitor strategies, and technological advancements.

   
   

2. Power Structures: Understand the distribution of power and resources, recognising that traditional hierarchical power structures have evolved into more dynamic networks.

   
   

3. Work Structures: Navigate interdependencies between teams, much like Microsoft’s example, where the success of one product team often relies on collaboration with others.

To effectively engage with these structures, teams should practice sense-making, ambassadorship, and task coordination. These activities enable teams to understand the external landscape, represent themselves effectively, and manage inter-team dependencies.

The Courage to Embrace Change

Mick Spiers and Henrik Bresman explore the inherent challenges in adopting external focus, particularly for new leaders who might struggle with shifting their self-identity. It's crucial for leaders to embrace a learning and adapting mindset, moving away from the outdated notion that leaders must always have the answers. This vulnerability, coupled with a supportive team environment characterised by psychological safety, is essential for navigating today’s complexities.

The Path to Sustainable Success

Henrik paints a hopeful picture of what teams can achieve when they successfully integrate external focus. These teams not only excel but also create a ripple effect of innovation and change within their broader organisational ecosystem. Success stories start at the team level, where open-mindedness and external engagement foster a culture that others aspire to emulate.

Looking to the Future

The exchange between Henrik and Mick highlights the urgent need for leaders to pivot from internally focused strategies to more holistic external engagement practices. By stepping beyond comfort zones and engaging deeply with the external environment, teams can unlock new levels of innovation and performance.

For organisations willing to embrace this shift, the journey towards external focus promises not just survival in a complex world but the potential for unprecedented success. Concluding, this discussion underscores that what has worked until now will not suffice in the future—teams must go out before they go in and embrace the new paradigms of leadership and innovation.