Today’s organizations rely on networks of dynamic systems of “agile” teams to get work done. Teams are distributed, transient, and loosely bounded in service of responsiveness and innovation. The key to this new way of doing work is managing the networked ecosystem in which teams are embedded. But in the context of leading multiple teams with fuzzy boundaries and shifting membership, the average overwhelmed manager quickly defaults to what is nearest in urgency: managing internal team dynamics and responding to internal customer demands. Drawn from field interviews with 100 top-performing team leaders, this article presents a framework-for-action to leaders who want to engage the networked ecosystem with intention and precision, including specific tactics for identifying and influencing high-leverage stakeholders.

当今的组织依靠“敏捷”团队的动态系统网络来完成工作。团队是分布式的、短暂的、松散的，为响应和创新服务。这种新的工作方式的关键是管理嵌入团队的网络生态系统。但在领导多个边界模糊且成员不断变化的团队的背景下，一般不堪重负的经理很快就会默认最紧迫的事情：管理内部团队动态和响应内部客户需求。本文取材于对 100 名表现最佳的团队领导者的实地采访，为希望有意和准确地参与网络生态系统的领导者提供了一个行动框架，包括识别和影响高杠杆利益相关者的具体策略。