X-Teams, Revised and Updated

5 X-Team Principle 3 Pivot along the Way: Make Timely Transitions

The ProPrint team at a large West Coast computer company was launched with much fanfare. Charged with developing a revolutionary printer, the team began work with the support of top managers, who hoped to take the company in a new direction. ProPrint set out with ample financial and personnel resources and six months to “play in the sandbox,” experimenting with different technologies. Team members worked on separate aspects of the printer and got input from groups inside and outside the organization. They had a great deal of information about the market potential, technology applications, and design ideas. The team was excited and happily worked long hours, brainstorming innovations. ...