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1、SpotlightonTHeFuTuReoFKnowledgewoRKArtworkJulesdeBalincourtSpotlightEcstaticContact,2012,oil,acrylic,andspraypaintonpanel,96"x120"MakingStarTeamsOutofStarPlayers74 HarvardBusinessReview January–February2013hbr.orgHere’showsmartcompaniesdeploytheirbestpeopletoge
2、tgreatresults.byMichaelMankins,AlanBird,andJamesRootWhenitcomestoanorganization’sscarcestre-source—talent—thedifferencebetweenthebestwandtherestisenormous.Infieldsthatinvolvere-petitive,transactionaltasks,topperformersaretypicallytwoorthreetimesasproductiveasot
3、hers.JustoThomas,thebestfishbutcheratLeBernardinrestaurantinNewYork,canportionasmuchfishinanhourastheaverageprepcookcanmanageinthreehours.Inhighlyspecializedorcreativework,thedifferentialislikelytobeafactorofsixormore.BeforebecomingchiefjusticeoftheU.S.SupremeC
4、ourt,JohnRobertsprevailedin25ofthe39caseshearguedbeforetheCourt.Thatrecordisalmostninetimesbetterthantheaveragerecordofotherwinningattorneys(excludingsolicitorsgeneral)whohavearguedbeforetheCourtsince1950.(Forotherexamplesofstarproductivity,see“What‘A’PlayersBr
5、ingtotheTable.”)Acrossalljobtypes,weestimate,thebestperformersareroughlyfourtimesasproductiveasaverageperformers.Thatholdsineveryindustry,geographicalregion,andtypeofor-ganizationwe’veexamined.Why,then,docompaniessorarelybringtogetherateamofstarplayerstotacklea
6、bigchallenge?Theeasyanswer—indeed,theconventionalwisdom—isthatall-starteamsjustdon’twork.Egoswilltakeover.Thestarswon’tworkwellwithoneanother.They’lldrivetheteamleadercrazy.Wethinkit’stimetoreconsiderthatassumption.Tobesure,managingateamofstarsisnotforthefainto
7、fheart.(Theconventionalwisdomisthereforareason.)Butwhenthestakesarehigh—whenabusinessmodelneedstobereinvented,say,orakeynewproductdesigned,orastrategicproblemsolved—doesn’titseemfoolishnottoputyourbestpeopleonthejob,providedyoucanfindawaytomanagethemeffectively
8、?Wehaveseenall-starteamsdoextraordinarywork.Forexample,ittookjust600Appleengineerslessthantwoyearstodevelop,debug,anddeployJanuary–February2013harvardbusinessreview 75SpoTli
