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(notes on) Team of Teams
This new world moves too quickly for top-down, optimized entities.
The twin narratives of this book are the rise of the hyper-efficient organizations (exemplified by the work of Fredrick Winslow Taylor) in the 20th century and the rise of the hyper-connected network (exemplified in the structure of Al Qaida) in the 21st century.
After Saddam was crushed in Iraq, the occupying forces were constantly harassed by the flexible amorphous cells of the terrorist organization. This underground operation was running laps around the awesome might of the great American military machine. General McCrystal’s task was to reverse this trend.
He accomplished this by “shared consciousness” and “empowered execution”. He merged the information silos in multiple organizations so that all the data was shared throughout the forces. He also delegated decision-making power as low as possible, allowing the staff who were most familiar with the situation to respond in an agile manner.
These twin endeavors ultimately turned the tide of the war. While history was being made, I had thought that the “surge” was merely an issue of applying more resources. I did not realize that the eventual defeat of Al Qaida was the result of better management techniques.
At first glance, it does not seem that the lessons in this book are immediately applicable to the much more methodical work of a government OPM.
However, timing is always an issue. Sooner is generally better than later, but our processes with multiple peer reviews tend to push the schedule longer. It’s a bit of a conundrum. Budgets for state buildings are tight. This one renovation may be the only project in this building for the next twenty years. With such timescales, losing a couple of months is worth the tradeoff of ensuring the design is dead on.
But still, the needs are immediate. It would be nice to move more quickly so we can better serve our users. This book makes me wonder if I should experiment further to speed up my projects. It also makes me question if our system of multiple checks is truly effective. Are we getting proper value for the delay? Each extra step incrementally improves the project, but at what hidden cost?
In all, this book is a good read. It is a compelling story of how a top-down behemoth adapted in response to the networked resilience of its opponent. Restructuring the team was the key to the endeavor, the nature of the organization is its strategy. As such, this book is a great case-study companion to Nassim Nicholas Taleb’s Anti-Fragile.
The other concept that intrigued me is the regular status update meetings that were instituted by General McChrystal. Along with transforming their main base into a large open office plan, his team started running a 2-hour meeting every day. All relevant parties could attend these meetings, and he touts it as his primary tool to achieve “shared consciousness”.
There is a prevailing trend in Tech to avoid such meetings. In that vein, I’ve been pondering how to minimize my OAC meetings. Maybe that is the wrong approach. Maybe I should be thinking about how to maximize the effectiveness of those meetings.
As OPM’s, we tend to think in a top-down fashion, after all, we are the “owners”. However, delegation (empowered execution) is the primary job of our work. Empowered execution is only effective when there is true coordination, so how does one create a shared consciousness between the multiple parties in our team?
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A Question
How do you handle regular status meetings?
Hit reply and let’s chat!
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A Link
As an employee of the State of Nevada, I’m contractually obligated to mention that October 31 is Nevada Day when we joined the Union. Unfortunately, we observe it on the last Friday of October, akin to celebrating Independence Day on the first Monday of July.
… and a photo.
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Thanks for reading the OPM letter! I’d love to have a conversation if you have any feedback. I hope you found some prompts to stretch your craft and relationships as a curious Owner PM. See you next week!
Stay humble, be kind, and keep experimenting!
Justus Pang, RA