Category: 3 – SHELF it (All Categories are 1 – Read ASAP!, 2 – BUY it!, 3 – SHELF it, 4 – SOMEDAY it)
Comments: I enjoyed reading this book. General McChrystal starts out with a lofty aim – to prove that he had a better approach to management than the traditional hierarchical org chart. I’ve read a few books that have attempted to propose better alternatives. This one sounded the most promising based on his experiences leading the Special Ops force against Al Qaeda in Iraq.
This would be a category 2 book (“Buy it!”) if you’re interested in management and/or the military.
Insights that resonated:
1. Focus on leverage instead of efficiency.
2. My summary of what I took away below –
I read “Team of Teams” by Gen. Stanley McChrystal and co. recently. The book makes the case that rigid organization structures – the legacy of the assembly line – need to be replaced by a more flexible model – a “Team of Teams.”
The book makes the case that rigid organization structures may have worked in a world where we dealt with complicated problems. But, they don’t work in today’s world characterized by complex interactions and rapid technological changes. And, it is inspired by the experiences of Gen. Stanley McChrystal’s experiences leading the Joint Special Operations Command against Al Qaeda in Iraq.
I was skeptical as this is a topic many have attempted to tackle with limited success. But, the book came highly recommended and I think it justified the recommendation. I was positively surprised at the clarity of thought and found it applicable.
The book makes 3 recommendations to move from rigid organization structures to to a “Team of Teams” –
1) Shared consciousness: Replace attempts at blocking information based on access and seniority and embrace broad and open sharing of as much information as possible. The more shared the context, the better everyone on the ground will be able to operate.
2) Decentralize decision making: Once you’ve provided the context, enable folks on the ground to make decisions and strategic calls. They likely have more information than their leaders and any attempt at gaining approval will slow people down.
3) Gardener leaders instead of chess players: Rigid organization structures invoke the image of leadership as skilled chess players. They concoct amazing strategy and the pawns on the ground follow orders. In a team of teams, leaders act more like gardeners – tending to the system and organizational culture – and enable teams to be quick and decisive.
Management systems are hard to change. The assembly line model, as an example, has stuck around for more than a century. But, the book does a good job explaining that the days of celebrating efficiency are over.
We need to spend more time thinking about effectiveness and leverage.