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Descripción de la editorial
What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization?
When General Stanley McChrystal took command of the Joint Special Operations Task Force in Iraq in 2003, he quickly realized that conventional military tactics were failing. The allied forces had a huge advantage in numbers, equipment and training - but none of the enemy's speed and flexibility.
McChrystal and his colleagues discarded a century of conventional wisdom to create a 'team of teams' that combined extremely transparent communication with decentralized decision-making authority. Faster, flatter and more flexible, the task force beat back al-Qaeda.
In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to any leader. Through compelling examples, the authors demonstrate that the 'team of teams' strategy has worked everywhere from hospital emergency rooms to NASA and has the potential to transform organizations large and small.
'A bold argument that leaders can help teams become greater than the sum of their parts' Charles Duhigg, author of The Power of Habit
'An indispensable guide to organizational change' Walter Isaacson, author of Steve Jobs
Retired U.S. general McChrystal (My Share of the Task) and his coauthors draw on their respective military and management experience to construct this well-written business book about "what's different in today's world and what we must do about it." There's some heady stuff in here, including precise descriptions of military procedure, and detailed explorations of the valuable lessons the military has learned recently about collaboration. As McChrystal notes, that change hasn't been easy for an organization that long prided itself on a strict "command-and-control" flow of power and "need to know" philosophy. The resulting book is a collection of innovations that the modern U.S. Army has embraced and that most corporations can too. In the new paradigm proposed here, the focus is on "adaptability" instead of "efficiency," promoting "generalized awareness," and empowerment. The authors' abundance of material is made manageable by good organization and some surprisingly strong writing. There are only a few non-military examples (such as GM and Ford's contrasting organizational approaches), so readers not interested in military strategy may leave this book unfinished; for any other businesspeople, it will get a definite thumbs-up.