Team of Teams Organizational Transformation | Lean East

Giving a team enough structure to carry out a mission but enough flexibility to respond to changing circumstances is called commander’s intent—a military term first applied to the Germans who were trying to defeat Napoleon.

the traditional heroic decision maker. In the Task Force, we found that, alongside our new approach to management, we had to develop a new paradigm of personal leadership. The role of the senior leader was no longer that of controlling puppet master, but rather that of an empathetic crafter of culture.

First, we needed coordinated operations, something that necessitated emergent, adaptive intelligence. Shared consciousness achieved this, but it was only the first half. As we would soon find, keeping pace with the speed of our environment and enemy would require something else as well: decentralized control. Creating it would be just as taxing, ra

As we make the jump to the Fourth Industrial Revolution driven by the technology, we have to change how we work together. Creativity and innovation needed are more likely to bubble up than to bubble down. Diverse customer needs and diverse technology components require equally diverse teams, at every level of your organization, who can collaborate,

Efficiency remains important, but the ability to adapt to complexity and continual change has become an imperative.

Beneath the managing directors, the innovation teams consist of three to five people likewise combining business, technical, and design backgrounds. Small teams can react quickly to market shifts and, as we’ve seen, they can accomplish as much or more than much larger teams of the past. They’re cross-functional groups that avoid the silos typical o

Team Topologies provides four fundamental team types—stream-aligned, platform, enabling, and complicated-subsystem—and three core team interaction modes—collaboration, X-as-a-Service, and facilitating. Together with awareness of Conway’s law, team cognitive load, and how to become a sensing organization, Team Topologies results in an effective and

Though we didn’t call it such at the time of the Iraq war, a team of teams is an operating framework for an organization that we’ve seen work on the battlefield and in industry. It is grounded in the creation of true strategic alignment across an organization; executing disciplined, broad, and transparent communications; and decentralizing decision