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Team of Teams

New Rules of Engagement for a Complex World

What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization?

THE OLD RULES NO LONGER APPLY . . .
When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training-but none of that seemed to matter.

TEACHING A LEVIATHAN TO IMPROVISE
It's no secret that in any field, small teams have many ad­vantages-they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can't fit in a garage. They need management practices that can scale to thousands of people.

General McChrystal led a hierarchical, highly disci­plined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy's speed and flexibility. Was there a way to combine the power of the world's mightiest military with the agility of the world's most fearsome terrorist network? If so, could the same principles apply in civilian organizations?

A NEW APPROACH FOR A NEW WORLD
McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to ex­tend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a "team of teams"-faster, flatter, more flex­ible-and beat back Al Qaeda.

BEYOND THE BATTLEFIELD
In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and other or­ganizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving every­one to share what they learn across the entire organiza­tion. As the authors argue through compelling examples, the team of teams strategy has worked everywhere from hospital emergency rooms to NASA. It has the potential to transform organizations large and small.
Rezension
"In addition to being a fascinating and colorful read, this book is an indispensable guide to organizational change." -Walter Isaacson, from the foreword

"This is a bold argument that leaders can help teams become greater than the sum of their parts." -Charles Duhigg, author of The Power of Habit

"Team of Teams is erudite, elegant, and insightful. An unexpected and surprising wealth of information and wonder, it provides a blueprint for how to cope with increasing complexity in the world. A must read for anyone who cares about the future-and that means all of us." -Daniel Levitin, author of The Organized Mind

"Team of Teams is a compelling, pragmatic argument for a more information-rich, decentralized approach to management from a leader who has successfully weathered storms with higher stakes than most business leaders will ever encounter. A must-read book for anyone serious about taking their leadership further, faster."-John Venhuizen, president & CEO, Ace Hardware Corporation

"General Stan McChrystal's Team of Teams is an instant classic. Best leadership book I have read in many a decade, by one of our nation's most gifted and iconic general officers."-Admiral James Stavridis, USN (Ret), Supreme Allied Commander at NATO 2009-2013; dean, The Fletcher School of Law and Diplomacy, Tufts University

"The lessons and concepts outlined in Team of Teams provide a valuable blueprint for leadership across any industry or domain. The principles of classical leadership struggle to deal with today's pace of change, free-flow of information, and the entrepreneurial spirit of the digital generation. Team of Teams harnesses these new realities as assets, providing a leadership framework to produce the inclusiveness and adaptability of a fast-moving start-up, at the scale of any size organization." -Brad Smith, president and CEO, Intuit

"In Team of Teams, General Stanley McChrystal, who won some of our most striking victories in the great war between nations and terrorist networks, shares insights for all in this lucid, persuasive, and sometimes wrenching account of our troubled yet transformational times." -John Arquilla, professor, Defense Analysis United States Naval Postgraduate School

"In the fast-moving world of today and tomorrow, organizations that don't adapt will simply fade. Team of Teams makes this case in compelling ways. I literally could not put the book down." -Peter Bergen, author of Manhunt: The Ten-Year Search for Bin Laden from 9/11 to Abbottabad"
Portrait
Stanley McChrystal retired from the U.S. Army as a four-star general after more than thirty-four years of service. His last assignment was as the commander of all American and coalition forces in Afghanistan. His memoir,
My Share of the Task, was a
New York Times bestseller. He is a senior fellow at Yale University’s Jackson Institute for Global Affairs and the cofounder of CrossLead, a leadership consulting firm.
Tantum Collins is currently studying international relations at Cambridge University as a Marshall Scholar.
David Silverman and
Chris Fussell are senior execu­tives at CrossLead and former U.S. Navy SEAL officers.
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  • FOREWORD BY WALTER ISAACSON

    Whether in business or in war, the ability to react quickly and adapt is critical, and it's becoming even more so as technology and disruptive forces increase the pace of change. That requires new ways to communicate and work together. In today's world, creativity is a collaborative endeavor. Innovation is a team effort.

    This book draws timely lessons for any organization seeking to triumph in this new environment. Based on very real and vividly described situations that General McChrystal encountered as a commander in Iraq and Afghanistan, it describes how organizations need to reinvent themselves. This involves breaking down silos, working across divisions, and mastering the flexible response that comes from true teamwork and collaboration.

    I have observed this phenomenon in my own study of innovation in the digital age. The greatest innovations have not come from a lone inventor or from solving problems in a top-down, command-and-control style. Instead, the great successes-the creation of the computer, transistor, microchip, Internet-come from a "team of teams" working together in pursuit of a common goal.

    I once asked Steve Jobs, often mistakenly considered a lone visionary and authoritarian leader, which of his creations made him most proud. I thought he might say the original Macintosh, or the iPhone. Instead he pointed out that these were all collaborative efforts. The creations he was most proud of, he said, were the teams he had produced, starting with the original Macintosh team working under a pirate flag in the early 1980s and the remarkable team he had assembled by the time he stepped down from Apple in 2011.

    Today's rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

    High-speed networks and digital communications mean that collaboration can-and must-happen in real time. The distributed, decentralized, and weblike architecture of the Internet empowers each individual to be a collaborator. Likewise the necessity of real-time innovation and problem-solving requires integrative and transparent leadership that empowers individual team members.

    This new environment gave Al Qaeda a distinct advantage, allowing the networked organization to strike rapidly, reconfigure in real time, and integrate its globally dispersed actions. At first, this overwhelmed the Task Force led by General McChrystal, a traditional, secretive, siloed military hierarchy that was configured to solve the problems of an earlier era.

    The solution was, surprisingly, found in changing management structures. The U.S. military and its allies had to transform the way the special operations community operated, changing the way it waged the War on Terror.

    The experience of General McChrystal and his colleagues, and their examination of the experiences of others, taught them that complexity at scale has rendered reductionist management ineffective for solving these issues in our networked world. Efficiency is necessary but no longer sufficient to be a successful organization. It worked in the twentieth century, but it is now quickly overwhelmed by the speed and exaggerated impact of small players, such as terrorists, start-ups, and viral trends.

    Management models based on planning and predicting instead of resilient adaptation to changing circumstances are no longer suited to today's challenges. Organizations must be networked, not siloed, in order to succeed. Their goal must shift from efficiency to sustained organizational adaptability. This requires dramatic shifts in mental and organizational models, as well as sustained efforts on the part of leadership to create the environ
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Beschreibung

Produktdetails

Einband gebundene Ausgabe
Seitenzahl 304
Erscheinungsdatum 12.05.2015
Sprache Englisch
ISBN 978-1-59184-748-9
Verlag Penguin LCC US
Maße (L/B/H) 23.6/15.9/3.2 cm
Gewicht 511 g
Abbildungen mit Illustrationen
Buch (gebundene Ausgabe, Englisch)
Buch (gebundene Ausgabe, Englisch)
Fr. 39.90
Fr. 39.90
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