This chapter expands on the explanation regarding why the dominant approach to teams is no longer effective. The authors identify three major challenges facing today's teams: changes in power structures, knowledge structures, and task structures. Today's industries move at a rapid pace, with everyone racing to achieve the next innovation quicker than their competitors. In this fast, intense environment, organizational structures have had to adapt, rendering the traditional approach to team-building obsolete. To remain effective, teams have shifted their structure to align with these changing external demands. Rather than functioning as stand-alone, hierarchical silos, teams now tend to be more decentralized networks of alliances. These new structures rely on the dispersal of complex, rapidly evolving information, and involve teams taking on increasingly interwoven tasks that span both their internal and external boundaries. These shifts necessitate the distribution of leadership tasks among many individuals, instead of just a few in higher management. All of this occurs in what the authors call a VUCA environment-an exponentially changing world, and contributes to fundamental changes in the way teams operate. The authors explain how the rules regarding team organization have changed, and the best way to address this is by building an "x-team."