Team of Teams: 8 key ideas
The core ideas of Team of Teams, each in under a minute, written in our own words. Want the full depth? Get the book.
- IDEA 1 OF 8
Rigid structures failed a flexible enemy
McChrystal, a retired general, describes how his special forces command in Iraq struggled against al-Qaeda in Iraq, a flexible network.
Despite superior resources, the American task force was too slow because its structure was designed for efficiency, not adaptability.
- IDEA 2 OF 8
Complex problems need new approaches
McChrystal distinguishes complicated problems, which can be solved with planning, from complex problems, which change unpredictably.
Modern challenges are often complex. In McChrystal's view, a plan works for a complicated problem, but a complex one keeps shifting, so plans soon become out of date.
- IDEA 3 OF 8
Efficiency is not enough
McChrystal argues that organisations built for efficiency struggle in fast-changing environments.
Adaptability matters more. In McChrystal's view, a system that runs smoothly under steady conditions can be too rigid to react when the situation suddenly changes.
- IDEA 4 OF 8
Teams must connect
McChrystal describes creating a team of teams, where small teams connect through trust and shared purpose.
The whole organisation acts like a team. In McChrystal's view, teams that know and trust each other can share what they learn and act together without waiting for orders.
- IDEA 5 OF 8
Share information widely
McChrystal describes shared consciousness, making information available across the organisation.
Daily briefings connected thousands of people. In McChrystal's view, when many people see the same picture, they can act on it without waiting for permission or repeating work.
- IDEA 6 OF 8
Push decisions down
McChrystal describes empowered execution, letting people closest to the action make decisions.
This sped up responses. In McChrystal's view, those who see the problem first-hand understand it best, so they should be able to act quickly.
- IDEA 7 OF 8
Leaders become gardeners
McChrystal argues that leaders should act like gardeners, creating conditions for teams to thrive rather than controlling everything.
Leadership changes shape. In McChrystal's view, a gardener does not pull plants to make them grow, but looks after the soil, water and light.
- IDEA 8 OF 8
Lessons apply widely
McChrystal argues that these lessons apply to businesses and other organisations.
Adaptability is essential. In McChrystal's view, any organisation that faces fast change can learn from this, not only the military. Its ideas suit any group facing fast change.
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