FOUR
X-Team Principle 2
Extreme Execution
WHEN GERHARD KOEPKE, a project manager at the international electrical engineering firm Powercorp, was sent to an Asian country to set up a manufacturing plant, he was nervous. 1 He had a big job to do, although much was accomplished already. Gerhard and his business development team had scanned and analyzed the competitive landscape, producing an impressive investment proposal. Then they had successfully reached out to top management back in Europe to sell it. Nevertheless, Gerhard was nervous because he did not know much about the local regulatory environment in which he was to get the project off the ground. He decided to invite new members to join the team who had specific local knowledge. Hoping ...
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