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

The retired four-star general and and bestselling author of" My Share of the Task" shares a powerful new leadership model
Former General Stanley McChrystal held a key position for much of the War on Terror, as head of the Joint Special Operations Command. In Iraq, he found that despite the vastly superior resources, manpower, and training of the U.S. military, Al Qaeda had an advantage because of its structure as a loose network of small, independent cells. Those cells wreaked havoc by always staying one step ahead, sharing knowledge with each other via high-tech communications.
To defeat such an agile enemy, JSOC had to change its focus from efficiency to adaptability. McChrystal led the transformation of his forces into a network that combined robust centralized communication ("shared consciousness") with decentralized managerial authority ("empowered execution").
Now he shows not only how the military made that transition, but also how similar shifts are possible in all kinds of organizations, from large companies to startups to charities to government agencies. In a world of rapid change, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they've learned.
McChrystal and his colleagues explain their process for helping organizations embrace this model. They also share fascinating research and examples from settings as diverse as emergency rooms and NASA's mission control center.