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Virtuoso Teams: Lessons from Teams That Changed Their Worlds (Financial Times Series)
 
 

Virtuoso Teams: Lessons from Teams That Changed Their Worlds (Financial Times Series) (Hardcover)

by Andy Boynton (Author), Bill Fischer (Author)
5.0 out of 5 stars See all reviews (2 customer reviews)
RRP: £21.99
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Frequently Bought Together

Customers buy this book with Must-Win Battles: Creating the Focus You Need to Achieve Your Key Business Goals (Financial Times Series) by J.Peter Killing

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Product details

  • Hardcover: 224 pages
  • Publisher: Financial Times/ Prentice Hall (21 Jun 2005)
  • Language English
  • ISBN-10: 0273702181
  • ISBN-13: 978-0273702184
  • Product Dimensions: 23.6 x 14.7 x 2.3 cm
  • Average Customer Review: 5.0 out of 5 stars See all reviews (2 customer reviews)
  • Amazon.co.uk Sales Rank: 61,742 in Books (See Bestsellers in Books)

    Popular in this category:

    #13 in  Books > Business, Finance & Law > Management > Management Skills > Teams
  • See Complete Table of Contents

Product Description

Review

''Shows how to play to the standards of some of the greatest, uncompromising, creative and catalytic teams of our times. Plenty of readable, sound advice for us all.''
Long Range Planning, March 2007

"[Boynton and Fischer] offer a range of examples that is far more inspiring than the usual.  What a relief, and what a pleasure to read... the case studies are excellent." - The Financial Times, July 2005

 

"There is a good idea behind the book and it is well-written…" - Personnel Today, January 2006



Long Range Planning, March 2007
''Shows how to play to the standards of some of the greatest, uncompromising, creative and catalytic teams of our times. Plenty of readable, sound advice for us all.''


See all Product Description

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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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5 of 5 people found the following review helpful:
5.0 out of 5 stars Some different ideas about putting teams together, 23 Oct 2005
By A Customer
Boynton and Fisher have produced a small gem of a book that provides a refreshing, and some might say a revolutionary view of how to staff and manage transformational teams. They support their non-traditional perspective on to build virtuosity into collective endeavors by offering brief, but thoroughly engaging histories of seven such remarkable teams. Sharing the ins and outs of such diverse collaborative efforts as the production of West Side Story, the Manhattan Project, the light bulb, Sid Caesar's Your Show of Shows, Amundsen's successful voyage to the South Pole, Miles Davis' revolutionary jazz recordings, and Norsk Hydro's crisis management approach, Boynton and Fisher discern seven lessons for how virtuoso teams can drive transformational change.

To insure that virtuoso teams work, the authors share "a systematic process that can serve as a catalyst to higher team performance." (p. 164) They dub this process the "Deep Dive," having adapted a similar approach used by the design firm IDEO to help their clients design and develop new products. Boynton and Fisher refocus the IDEO process use by teams charged with designing the "best solutions possible within certain constraints, to do this fast and to offer sufficient novelty in (these) solutions so as to overcome otherwise intractable problems." (p. 167) To this reader, their process seems one that could be implemented relatively quickly by a talented and highly-motivated team.

Your organization may only need the kinds of transformational outcomes provided by virtuoso teams on rare occasions, but when such a need arises, here is a resource that should not be far from your desk. The creative and innovative among you might even be able to adapt some of their ideas to enliven the productivity of your on-going groups and teams.

Boynton and Fisher offer a new way of thinking about how major changes might be made in organizations. It was a pleasure to travel along with them on their journey through some of history's more remarkable virtuoso teams. I heartily recommend you climb on board.

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3 of 3 people found the following review helpful:
5.0 out of 5 stars Teams that make a difference, 20 Oct 2005
By R. Blackburn (Chapel Hill, NC) - See all my reviews
(REAL NAME)   
Boynton and Fisher have produced a small gem of a book that provides a refreshing, and some might say a revolutionary view of how to staff and manage transformational teams. They support their non-traditional perspective on to build virtuosity into collective endeavors by offering brief, but thoroughly engaging histories of seven such remarkable teams. Sharing the ins and outs of such diverse collaborative efforts as the production of West Side Story, the Manhattan Project, the light bulb, Sid Caesar's Your Show of Shows, Amundsen's successful voyage to the South Pole, Miles Davis' revolutionary jazz recordings, and Norsk Hydro's crisis management approach, Boynton and Fisher discern seven lessons for how virtuoso teams can drive transformational change.

1. Virtuoso team leaders drive the culture, vision, and action within the team context.
2. Virtuoso team leaders recruit the very best talent and never settle for what's available.
3. Virtuoso team leaders double-stretch the customer and the team to achieve ambitious goals.
4. Virtuoso team leaders spotlight the individual "I" within the team, and not the conventional "we."
5. Organizations cultivate a marketplace for talent within the organization to facilitate the creation of virtuoso teams.
6. Virtuoso team leaders actively span boundaries and act as powerful conduits of ideas.
7. Virtuoso team leaders stimulate idea flow by managing space, processes, and time. (p. 3)

To insure that virtuoso teams work, the authors share "a systematic process that can serve as a catalyst to higher team performance." (p. 164) They dub this process the "Deep Dive," having adapted a similar approach used by the design firm IDEO to help their clients design and develop new products. Boynton and Fisher refocus the IDEO process use by teams charged with designing the "best solutions possible within certain constraints, to do this fast and to offer sufficient novelty in (these) solutions so as to overcome otherwise intractable problems." (p. 167) To this reader, their process seems one that could be implemented relatively quickly by a talented and highly-motivated team.

Your organization may only need the kinds of transformational outcomes provided by virtuoso teams on rare occasions, but when such a need arises, here is a resource that should not be far from your desk. The creative and innovative among you might even be able to adapt some of their ideas to enliven the productivity of your on-going groups and teams.

Boynton and Fisher offer a new way of thinking about how major changes might be made in organizations. It was a pleasure to travel along with them on their journey through some of history's more remarkable virtuoso teams. I heartily recommend you climb on board.

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