The concept of ‘Team of Teams’ stems from General Stanley McChrystal’s experiences in Iraq, where traditional command and control structures were ineffective against a fluid and fast-moving enemy. McChrystal restructured into a network of teams, each with the autonomy to act and react independently yet collaboratively. This model, built on trust and shared purpose, proved successful.
In a business context, the Team of Teams model challenges traditional hierarchies, promoting a more flexible approach. It encourages the use of inner and outer circles, where the inner circle forms the core team and the outer circle consists of other stakeholders. This model fosters a sense of belonging, shared purpose, and mutual accountability.
The inner circle, or core team, is composed of individuals who are deeply involved in the work, in close proximity, and have a high degree of interdependence. The outer circle includes those who are less directly involved but still have a stake in the outcome. This model allows for a fluid boundary between the two circles, reflecting the reality of modern work where roles and responsibilities often overlap.
The Team of Teams model, with its inner and outer circles, is a valuable tool for organisations navigating the complexity and speed of modern business. It fosters agility, collaboration, and shared accountability, offering a powerful alternative to traditional hierarchies.
Go to source article: https://simonterry.com/2018/02/05/inner-outer-circles-team-of-teams/