Product Description

What if you could combine the agility adaptability and cohesion of a small team with the power and resources of a giant organization?

THE OLD RULES NO LONGER APPLY . . .
When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004 he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly strike ruthlessly then seemingly vanish into the local population. The allied forces had a huge advantage in numbers equipment and trainingbut none of that seemed to matter.

TEACHING A LEVIATHAN TO IMPROVISE
Its no secret that in any field small teams have many ad?vantagesthey can respond quickly communicate freely and make decisions without layers of bureaucracy. But organizations taking on really big challenges cant fit in a garage. They need management practices that can scale to thousands of people.
?
General McChrystal led a hierarchical highly disci?plined machine of thousands of men and women. But to defeat Al Qaeda in Iraq?? his Task Force would have to acquire the enemy??s speed and flexibility. Was there a way to combine the power of the world??s mightiest military with the agility of the world??s most fearsome terrorist network? If so?? could the same principles apply in civilian organizations?

A NEW APPROACH FOR A NEW WORLD
McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force?? in the midst of a grueling war?? into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and fou