Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail
(eBook)

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Published
AMACOM, 2017.
Status
Available Online

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Format
eBook
Language
English
ISBN
9780814437186

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Citations

APA Citation, 7th Edition (style guide)

Robert Bruce Shaw., & Robert Bruce Shaw|AUTHOR. (2017). Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail . AMACOM.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

Robert Bruce Shaw and Robert Bruce Shaw|AUTHOR. 2017. Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail. AMACOM.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

Robert Bruce Shaw and Robert Bruce Shaw|AUTHOR. Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail AMACOM, 2017.

MLA Citation, 9th Edition (style guide)

Robert Bruce Shaw, and Robert Bruce Shaw|AUTHOR. Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail AMACOM, 2017.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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Grouped Work IDcf35f7f2-ddb2-4181-8e25-5cc592e4dab0-eng
Full titleextreme teams why pixar netflix airbnb and other cutting edge companies succeed where most fail
Authorshaw robert bruce
Grouping Categorybook
Last Update2023-02-12 18:03:26PM
Last Indexed2024-04-27 04:27:32AM

Book Cover Information

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First LoadedFeb 24, 2024
Last UsedFeb 24, 2024

Hoopla Extract Information

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    [synopsis] => Every manager desires to have great teams around them collaborating together and running with the mission. Unfortunately, most of these teams have been built around decades-old ideas and practices made popular by companies that either no longer exist or haven't been relevant in years. But a new generation of teams has learned to do things differently--things like hiring the right person instead of the best person; focusing on one priority while leaving room to explore new ideas; creating an environment where people are comfortable dealing with the uncomfortable; and maximizing profit by not making it top priority. And this revitalized look at how teams should work in today's business is driving real growth in some of the world's most innovative firms.

In Extreme Teams, sneak peeks into top companies and examine the teamwork experiments powering their results, including how:

• Pixar's teams use constant feedback and debate to transform initially flawed films into billion-dollar hits
• A culture of radical "freedom and responsibility" helps Netflix execute on the next big thing
• Whole Food's super-autonomous teams embrace hard metrics and friendly competition to drive performance
• Zappos fuels the weirdness and fun that sustains its success
• And much more!

From marketing to design to technology to product demand, everything has changed in business and will continue to do so. Why shouldn't the teams carrying out these changes undergo their own upgrades?
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