This chapter introduces an additional principle for effective teams: making timely transitions. This process is broken down into three stages: exploration, experimentation and execution, and exportation. For each stage, the authors outline the necessary tasks, key leadership roles, and x-team activities. In the exploration stage, the focus is on discovery: generating inspiration, securing upper management buy-in, and discussing multiple potential directions for the team. Leadership activities at this stage include sensemaking and relating, while x-team activities involve scouting and ambassadorship. For exploration and execution, the team shifts focus to designing: selecting a single path to pursue and honing in on the specific goals associated. Leaders engage in visioning and inventing, while team members focus on ambassadorship and task coordination. Finally, the exportation stage involves diffusion: getting external feedback on the completed project and enthusiastically passing the torch onto those who will continue with the project. Leaders again rely on relating, and team members engage in ambassadorship and task coordination. Using an example of a team at the company Merrill, the chapter illustrates how it is imperative for teams to readily adapt in order to maintain productivity and demonstrates how each of the outlined steps supported Merrill's team in achieving success. The chapter lays out a framework that will support teams in navigating these transitions without compromising the principles from previous chapters: engaging in external activity and fostering a robust internal environment. The authors close the chapter with an additional principle-creating a pulsing rhythm. This is an aspect of a team's structural design that allows members to rotate between internal and external activity and enables them to best manage all the moving parts associated with being an x-team.