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SESSION 3 | MARCH 2, 2022
X-TYPE TEAMS: THE KEY TO SUCCESS IN A NETWORKED WORLD
The changing business environment is putting a premium on agile, resilient next-generation teams. How are they different from traditional teams and how do you create them?
Prof. Deborah Ancona
Distinguished professor of management and organization studies, and founder of the MIT Leadership Center at the MIT Sloan School of Management. Her pioneering research has resulted in the concept of X-Teams as a tool to drive innovation in large organizations. Ancona's work also focuses on the concept of distributed leadership and the development of tools, practices and coaching models that enable organizations to foster creative leadership at every level. She is the author of "X-Teams: How to Build Teams That Lead, Innovate, and Succeed" (published by Harvard Business School Press) and a related article In Praise of the Incomplete Leader published in the Harvard Business Review.
Session description
The time of traditional teams locking themselves in their silos is over! In the face of rapid change, the need to make quick decisions and solve complex problems, teams cannot operate in isolation from each other. Projects in the organization are increasingly overlapping, requiring employees to take an interdisciplinary approach.
That's why we need a new type of teams! X-teams are collaborative-oriented with other departments and create a network of contacts inside and outside the company, which allows them to approach challenges in innovative ways. By working together, X-teams efficiently seize business opportunities and accomplish tasks that would be impossible within a traditional team.
Through this session you will learn:
Witold Jankowski
President of ICAN Institute, editor-in-chief of "MIT Sloan Management Review Poland" and "ICAN Management Review Poland"
One of the most experienced strategic consultants in Europe. Initiator of groundbreaking meetings for Polish business with world management authorities in the areas of leadership and organizational culture formation, such as Dr. Marshall Goldsmith, Prof. Dave Ulrich and Prof. Heike Bruch.
An ardent supporter and promoter of the evidence-based management concept. He is an experienced lecturer: in 1992-2000 he taught in MBA programs at business schools in Canada, and today he runs development programs for top managers in Poland (Management™, Strategic Leadership Academy™, Personal Leadership Academy™). He has worked with many companies as a consultant and trainer (including Goodyear Poland, SAP, Lyreco, Lotos, Hestia, Ciech SA, TPSA, Eurozet, GlaxoSmithKline, Kolporter, PSB Group, Węglokoks).
Anna Lakomy
Director of Diagnostics and Knowledge Management, ICAN Institute
She is a certified NeuroColor consultant and trainer. She specializes in identity research. She gathered her experience managing international research projects with mixed methodologies, building relationships with key clients and in product management. Since 2017, she has been responsible for the development of the diagnostic line in ICAN's consulting projects department.
She holds a degree in Sociology from the Institute of Applied Social Sciences and a degree in PR and Marketing from the University of Warsaw. She is also a fellow at Northeastern Illinois University in Chicago and a doctoral student at Complutense University in Madrid.
Wojtek Mendyka
CEO of Meaning Makers
With more than 20 countries, 10 years and Fortune 500 clients, Wojtek works with the biggest and best in their industries on a regular basis, creating and delivering training on building effective messages in leadership and sales. He is the founder and head trainer at Meaning Makers where he teaches how, by understanding and using the principles of the human brain, you can interest, engage and be remembered by your customers and audience. In a world full of uncertainty and information overload, Wojtek helps leaders, experts and sales departments speak so that they are listened to, by shaping a message that effectively communicates value, reaches the audience and influences their decisions.
Conference program
- Team effectiveness as a hidden and underestimated source of competitive advantage
- Changing orientation: from process organization to project organization and the growing role of teams
- Company organizational hierarchy vs. external networks: where the inconsistencies are and how they can be resolved at the company and team levels
- Teams in flexible innovation processes: what needs to change
- Teams in digital transformation processes: major issues and dilemmas
- What are X-type teams? What characterizes and differentiates them from traditional teams?
- Three foundations of next-generation teams: external activity, extreme execution, flexible phases
- How to create X-Teams: essential steps, checklists and best practices
- What attitudes and skills of members of such a team are essential?
- How do X-Teams contribute to an organization's innovation?
- In what situations are X-teams best suited, and how can they be used to their full potential?
- What skills do leaders need to effectively lead X teams?
- Leadership Signature: how to discover and communicate your unique leadership style?
- How do you design agile organizations that use leadership at all levels to adapt to changing times?
- What is meaning-making and what do you need to know about the decisions made by the brain of your recipient, customer or employee?
- How to move the status quo and convince the brain to change?
- Why might your message of change cause resistance and how can you address it?
- What 4 guardians of the status quo do you need to overcome and how do you do it?
- What can be done to make the change more permanent and understandable to the brain?
- ...and what does the story of the supporting character of "The Shawshank Sentenced" have to do with all of this?"
- Collective intelligence-a genie in a bottle or a tool for the leader of the future?
- "Factor-c" - building and destructive factors
- Turn lemons into lemonade, or effective diversity management
- A team resilient to change and turbulence - moving from the information era to the conceptual era