In the book Team Of Teams, Stanley McChrystal demonstrates how tiny teams can manage the challenging and complex difficulties that arise in every company, and how even giant organizations may benefit from them by forming a system of many interconnected teams. Stanley A. McChrystal, Chris Fussell, David Silverman, and Tatum Collins collaborated on Team of Teams: New Rules of Engagement for a Complex World to answer how a large organization can have the cohesion and agility of a small team. Organizations should build themselves up to work as a team of teams, according to their recommendations. Companies can efficiently convert into a coherent and flexible organism with a unified vision if they do it this way.
In today's complex environment, working in groups is the only way to address challenges. An organization will be better prepared to face difficult challenges if it approaches problems as a team rather than as individuals. Many businesses prioritize efficiency and organize themselves so that everyone follows one person's orders. The problem is that no single person can comprehend the complexity of today's situations. What makes a team so adept at dealing with ambiguity? Having mutual trust and a common goal. Team members, unlike bosses and subordinates, have a single goal, and sharing experiences builds trust. They are able to reply fast because of this trust. They are all aware of the desired objective and what each one must do to attain it.
Build a team of teams if you have a larger firm and want to harness the potential of collaboration. You might be asking how you can run a firm with teams when you have tens of thousands of employees. It's straightforward: the formation of a team with too many members will be ineffective. Break things down into different teams for firms with more than 150 employees. When forming smaller teams, make sure they collaborate with the other teams to form a larger unit.
Give your team of teams the authority to make their own decisions, and managers should focus on culture rather than day-to-day operations. In many companies, decisions are made by a single person. However, in today's world, where things change so quickly, it's critical for teams to be able to make decisions on their own. A team may share this interconnection, just as the globe is ever-interconnected through technology. This seamlessness, however, cannot be achieved unless teams are given considerable liberty.