How can large, sprawling organizations address complex problems quickly and efficiently in a fast-changing business landscape? Applying lessons learned in the fight against Al Qaeda, General Stanley McChrystal and his partner Chris Fussell designed a “team of teams” at McChrystal Group—a transparent, distributed network in which teams have autonomy in their own spheres. It’s designed to operate swiftly and efficiently so team members can get approval rapidly when needed and get right to work.
- Team of Teams is our book. … Our goal was to capture the lessons that we learned … in the special operations community specifically, … but then these lessons also scaled out … across the military and some of the inner agency. … When we were facing Al Qaeda in Iraq … and then in other parts of the world, … we went through this very formative five or six year period, … really redesigning the way that the organization functioned … both at a systems and process level … and at a leadership-behavior level. … So we went through this radical transition … on both those parallels over several years. … (light music) … One of the anchor points started with understanding … the speed of the problem we were trying to solve … and that's a critical part of everything we do … with the organizations that we work with. … What are you trying to solve for … and how fast is that problem moving? … Are you then communicating with your organization … on a tempo that will get you ahead of that problem set? … For us, the problem was shifting every 24 hours …
This course includes videos from:
Stanley Allen McChrystal, retired United States Army general
Chris Fussell, chief growth officer at McChrystal Group
Brent Gleeson, decorated Navy SEAL combat veteran, consultant, speaker, and author
Scott Parazynski, US astronaut
Lisa Bodell, founder and CEO of FutureThink
Note: This course was produced by Big Think. We are pleased to host this content in our library.