Team of Teams Organizational Transformation | Lean East

known that teams with a centrally coordinated structure-the classic "org chart" structure-are good for fixed, well-defined tasks, but not for complex tasks requiring flexibility.' Conversely, teams with richer interconnections are good for tasks requiring flexibility.

The Task Force still had ranks and each member was still assigned a particular team and sub-sub-command, but we all understood that we were now part of a network; when we visualized our own force on the whiteboards, it now took the form of webs and nodes, not tiers and silos. The structure that had, years earlier, taunted us from our whiteboards as

The best teams—like the three snipers on the deck of the Bainbridge—know their coach (or commander or boss) trusts them to trust each other. Those horizontal anti-MECE bonds of trust and overlapping definitions of purpose enable them to “do the right thing.”