Team of Teams Summary

Adaptability beats efficiency in our unpredictable, interconnected world. Are your teams ready to face the unexpected?

1. Efficiency is No Longer the Ultimate Goal

For many decades, organizations prioritized efficiency—doing more with less—as the gold standard. This mindset originated from scientific management principles developed in the early 1900s by Frederick Winslow Taylor. He focused on streamlining production processes, shaving seconds off tasks to maximize output and success in a predictable industrial world.

However, the 21st-century landscape is not predictable. Fast-paced technological changes and the interdependence of global systems have flipped the script. Sometimes, a small, unanticipated event, like a video going viral, can ripple into massive worldwide change, as demonstrated by the 2010 Arab Spring protests in Tunisia triggered by a single YouTube post.

In such a complex world, clinging exclusively to efficiency can lead to failure. Rigid systems designed for simpler times often falter in intricate, fast-changing environments where agility is essential.

Examples

• Scientific management’s success in predictable factory scenarios versus modern, complex systems.
• The 2010 Arab Spring starting with one small, localized protest.
• Businesses disrupted by sudden technological innovations (e.g., streaming overtaking DVDs).

2. Resilience Matters More Than Robustness

The traditional approach to risk management involves building robust defenses, such as backups and barriers, to guard against known threats. While this works in predictable settings, it is insufficient for facing unforeseen challenges.

Resilience—the ability to adapt to sudden and unpredictable changes—is what organizations need today. For example, during the Iraq war, the American Task Force battled al-Qaeda’s fluid, decentralized structure. Despite better resources and firepower, the American forces initially struggled because they lacked adaptability, while the enemy could regroup and respond swiftly.

Embracing resilience means shifting from a rigid mindset to one where teams and systems can flex and pivot.

Examples

• Building backup systems for storms versus adapting to unexpected disruptions.
• The American Task Force in Iraq facing an agile opponent in al-Qaeda.
• A tech company reacting quickly to a competitor’s surprise product launch.

3. Teams Excel Where Individuals Cannot

Teams excel at solving complex problems because they pool diverse skills, trust each other, and share a purpose. Unlike rigid command systems of the past, modern teams operate efficiently by giving every member a voice.

Lessons on the importance of teamwork can be drawn from aviation disasters like the 1978 crash at Portland International Airport. The captain’s failure to heed crew warnings about fuel depletion resulted in unnecessary deaths. In contrast, the 2009 "Miracle on the Hudson" landing demonstrated effective teamwork, as every crew member knew their role despite limited communication.

This shift toward team-based problem-solving highlights the importance of trust and collaboration.

Examples

• The 2009 Hudson River emergency landing versus the 1978 Portland crash.
• United Airlines’ Crew Resource Management training to foster team dynamics.
• A tech firm’s developers collaborating to solve bugs collectively.

4. Creating Effective Teams at Scale

While small teams thrive, scaling an organization means you can’t rely on single, all-knowing groups. Large companies must create networks of smaller teams, or "teams of teams," to maintain their effectiveness.

Small teams work closely and trust each other, but scaling beyond 150 people—the size limit for human social circles—requires creating new, connected groups. For example, the American Task Force struggled without coordination between teams, leading to missed opportunities like a backlog of unprocessed intelligence data collected during raids.

For large organizations, ensuring alignment between teams prevents fragmentation and inefficiencies.

Examples

• The "Dunbar number" of 150 people limiting effective social networks.
• Intelligence mingled in garbage bags due to poor coordination in Iraq.
• A healthcare system with departmental silos that hinder timely patient care.

5. Sharing Information Strengthens Teams

Traditional management systems treat information as power, sharing it sparingly to prevent inefficiencies or misuse. However, in complex systems, siloing information can hinder decision-making and lead to failures.

The author learned this the hard way during operations in Iraq, where intelligence was held in isolated bubbles. To remedy this, he established Joint Operation Centers, open email systems, and broad access to operational data. These changes ensured that every team member understood the full context of their actions.

Transparency fosters better decisions and aligns everyone within an organization toward shared goals.

Examples

• Traditional companies keeping salary data secret versus modern transparency trends.
• Open communication in the American Task Force’s Joint Operation Center in Iraq.
• Retailers sharing customer feedback across departments to improve products.

6. Bonds Between Teams Must Be Built

For a "team of teams" to work, groups need to trust each other the way individuals within smaller teams do. Without trust, collaboration between teams becomes fragmented, negating the benefits of teamwork.

To build relationships, the author introduced an inter-team exchange program within the American Task Force in Iraq. Operatives from different divisions worked together over six months, breaking down barriers. Frequent cross-training and shared experiences ensure that all teams truly work as one.

Building relationships among teams strengthens adaptability across the entire organization.

Examples

• Inter-team exchange programs in the American Task Force.
• Cross-departmental meetings improving collaboration in workplaces.
• Sports teams sharing training sessions to build camaraderie across squads.

7. Speed Demands Decentralized Decision-Making

Speed matters in a fast-changing world, yet traditional organizations slow themselves down by reserving decision-making for top leaders. Empowering teams to act on their own eliminates unnecessary delays.

After implementing shared consciousness in Iraq, the author realized teams still needed his approval before acting. This bottleneck was resolved with "empowered execution," allowing teams autonomy to make timely decisions based on shared knowledge.

Empowering lower-ranked workers is effective only when they have the information and training to make informed choices.

Examples

• The American Task Force speeding up operations through empowered execution.
• Retail chains delegating decision-making to on-ground store managers.
• Agile software teams making deployment decisions without executive sign-off.

8. Leaders Must Foster Culture, Not Micromanage

In a "team of teams" structure, leaders move away from micromanagement to becoming cultural stewards. Their role shifts to ensuring alignment, encouraging shared goals, and promoting collaboration.

The leader acts as a gardener, nurturing relationships and ensuring the organizational culture thrives. For example, the author facilitated open communication and empowered teams, ensuring the Task Force worked cohesively.

Leaders who respect autonomy allow teams to thrive independently while maintaining unity.

Examples

• Leaders acting as facilitators rather than command-and-control figures.
• Modern CEOs fostering open offices to encourage dialogue and creativity.
• Sports coaches focusing on team culture rather than meddling in every play.

9. Technology Can Enhance Adaptability

While teamwork relies on human connection, technology plays a role in enabling collaboration. Tools like virtual whiteboards and shared documents make it easier for teams to access and share information dynamically.

The use of whiteboards, both physical and digital, facilitates brainstorming and planning. Technology amplifies teamwork by enabling the free flow of ideas, reducing barriers between remote teams, and keeping everyone in sync.

Combining human ingenuity with tech tools ensures organizations stay agile in complex environments.

Examples

• Virtual collaboration tools used by remote teams during global disruptions.
• The American Task Force employing live updates through technology.
• Corporations using shared whiteboard apps for brainstorming sessions.

Takeaways

1. Establish cross-departmental programs to foster collaboration and break silos.
2. Implement systems where teams can share information and make swift decisions autonomously.
3. Use visual tools like whiteboards during discussions to encourage shared understanding and dynamic problem-solving.