the next-most-important element is how to divide time usage and schedule the presentation of subject matter.

What strains are being placed on your information pumps? How often do you personally feel like a bottleneck to cross-functional dialogue and collaboration in your organization? Where are you seeing complexity enter your environment? How are your teams reacting, and how are the expectations your organization holds for its leadership changing? Do you

Each of us, to our core, is drawn to being part of something larger than ourselves, something with purpose, something we can believe in.

This informed each unit’s narrative, which in turn increased members’ sense of tribal identity, which contributed to an echo chamber effect across different parts of our organization’s bureaucracy.

as Albert Einstein noted toward the end of his decently fruitful career, “a new type of thinking is essential if mankind is to survive and move toward higher levels.”

the second feature of an O&I: enabling firsthand, person-to-person information distribution or contextualization from any node in the organization to every other one, instantly. Participants are empowered to communicate in an unfiltered manner with little restriction on their ability to create dialogue with any other team. In this way an O&I could

The first of the core chapters of the book will detail the creation of an aligning narrative—determining the unifying, empowering narrative that can deliver an organization to a state of “one mission” and how it can be leveraged to create buy-in among influential members of the organization who might otherwise default to their own tribal norms. We

A team of teams model creates decentralization and empowerment, but personnel in the system still need to be regularly resynchronized on key insights and strategic intent if their actions are to sit within risk thresholds. Finding this balance—between synchronization and action—will become one of two major practices to control for risk within a

But a transparent hybrid model allows multidirectional mentoring and social pressure to discourage the instinct to cede ownership of a decision and reinforce positive behaviors across the enterprise. As a result, the collective learning of an organization can be scaled exponentially.