Introduction:

In 2003, the United States entered Iraq, using tactics that had previously worked against traditional enemies. However, they found themselves in a bitter fight that left top military leaders confounded.

Against a smaller, less sophisticated, and under-resourced enemy, they were losing.

As the head of the Joint Special Operations Task Force, General Stanley McChrystal knew he would need to transform his massive and highly efficient military machine into something completely different—something that looked a lot more like the enemy they were facing: Al Qaeda in Iraq (AQI).

But this isn’t just a war story—it’s a story about organisational transformation to meet the demands of the day.
As this summary is being written, we are in the middle of the COVID-19 crisis, which has forced every organisation on the planet to rethink how work gets done. It’s a time where silos need to be torn down, best practices need to be shared across all teams, and adaptability at scale is crucial.

The solution? Building teams of teams.

One of the key measures of effectiveness in the war was the number of raids they would run each month. When McChrystal took charge, they were running 10 raids per month. By squeezing every last ounce of efficiency out of their resources under the old method, they increased that number to 18. An impressive improvement.

However, when they transformed into a team of teams, they were able to increase that number to 300. They were running seventeen times faster, with no decrease in effectiveness.

In an environment where speed and adaptability are key to success, that’s the kind of transformation required.

Part I: The Proteus Problem

The Landscape Has Shifted

AQI had an unorthodox structure that allowed it to become more connected, faster, and less predictable than any other enemy the United States had ever faced.

The military loves abbreviations and called the defining element that holds you back in a situation a LIMFAC (limiting factor).

McChrystal quickly realised that the LIMFAC in this situation wasn’t tactics or technology—it was the Task Force’s organisational DNA. Only a complete cultural and structural overhaul would do.

Efficiency Is No Longer Enough

Since the Industrial Revolution, most industries (including the military) have relied on Scientific Management, a system designed to execute known, repeatable processes at scale. This worked well when processes were predictable.
However, in today’s world, the pace of change is increasing every single day. Efficiency alone is no longer enough. Adaptability is now more critical than efficiency.

From Complicated to Complex

The world is not just complicated—it’s complex.

• Complicated systems, like machines, have many parts that interact in relatively simple ways. A car engine, for example, has many components, but they interact in predictable ways.
• Complex systems, like ecosystems or economies, are dynamic and unpredictable. Small changes can have massive ripple effects.

In modern warfare, business, and society, complexity is the new reality. Efficiency alone will no longer suffice; adaptability is key.

Part II: From Many, One

From Command to Team

Traditionally, the military operated with a rigid top-down command structure. McChrystal realised this approach was too slow. The battlefield required front-line teams to make real-time decisions without waiting for approval from higher-ups.

Two essential elements enabled this shift:

• Trust – Teams needed to trust one another to make the right calls.
• Common Purpose – Everyone had to be aligned on the broader mission.

Navy SEAL training (BUD/S) focuses not just on making elite soldiers, but on creating elite teams. Almost all training tasks are done in groups to build deep trust and interdependence.

Team of Teams
Building trust within small teams is easy, but how do you scale it across thousands of people?

McChrystal’s solution was to create a team of teams—an organisation where the relationships between teams resemble the relationships between individuals on a single team.

Rather than forcing every soldier to know every other soldier, they ensured that everyone knew someone on every team. This way, when they needed to collaborate, they had a personal connection to rely on.

Part III: Sharing (Shared Consciousness)

Seeing the System

The traditional military operated on a “need to know” basis, but in a fast-moving environment, this created dangerous blind spots.
Instead, McChrystal radically increased transparency so that all teams could see the bigger picture.

Brains Out of the Footlocker

McChrystal transformed the Operations and Intelligence brief (O&I) from a small, closed-door meeting into a massive, open forum where thousands of participants could contribute.
This shift allowed:

• Faster decision-making
• A broader understanding of the battlefield
• Front-line teams to gain insights directly from leadership

Share Information Everywhere

McChrystal used embedding and liaison programs to build strong cross-team connections:

• Embedding – Placing members of one unit into another to develop deeper understanding and relationships.
• Liaison – Assigning key personnel to act as communication bridges between teams.

This strengthened trust and ensured information flowed freely across the organisation.

Part IV: Letting Go (Empowered Execution)

Hands Off

Previously, McChrystal was required to approve every mission, causing bottlenecks.

He realised that front-line teams, armed with real-time intelligence, could make better decisions than central command.

Instead of a 70% solution executed tomorrow, they would rather have a 90% solution executed today.
By shifting power to the teams, they improved both speed and effectiveness.

Leading Like a Gardener

McChrystal adopted the metaphor of a gardener rather than a chess master.

A chess master moves pieces around the board, exerting control. But in a complex environment, control is an illusion. Instead, a leader must create the right conditions for growth—like a gardener tending to a crop.

The paradox? The better you become as a gardener, the more tempted you’ll be to return to being a chess master. Leaders must resist this urge and continue empowering their teams.

Conclusion

To thrive in the modern world, we must adopt new mental models.
The combination of shared consciousness (a deep, mutual understanding of the mission) and empowered execution (trusting teams to make decisions) creates an organisation that can adapt to any challenge.
This approach transformed the U.S. Special Forces—and it can transform your organisation too.
Team of Teams is the blueprint for navigating complexity, fostering adaptability, and unlocking unprecedented success.