Teams as the basic unit of work. Designing them well is harder and more important than most leaders think.
The organizations that win with AI won't be the ones with the best models or the biggest budgets, although those things will help. They'll be the ones where permission isn't something you ask for. The ones where permission is baked into how the system already works.
Role clarity is a symptom of relational poverty, and small team with real trust are going to out-deliver our absorptive capacity unless we do...something.
It is an article of faith among technologists that artificial intelligence will make workers more productive. A new field experiment suggests it may do something more interesting: make them more social.
Anthropic's research into Claude Code may signal the end of ideas like "role clarity" and "opportunities for growth and development." Is that a good thing?
I built a living Team Charter tool because PowerPoint is where org design goes to die
Here are four ways teams can go astray even if they have a fantastic, visionary mission – and what you can do about it.
So you want to improve the performance of your team? Start with good team design. I started doing this method with clients and teams in 2013? 2014? and it’s still the undisputed champ.
Sometimes, it's hard to get teams and leaders to understand that *most teams* have a ton of performance upside. I think that stems from thinking that the average team has pretty middling performance: not great, but not terrible. The truth is that the average team is low-performing.
…and give your business a chance to complete projects that make a big difference in terms of growth.
An approach that yields unbelievable levels of productivity, driven by a focus on the work that matters most for growth. In practice, this initially feels like cheating.
Because of course it does. That said, here's some research you can show your boss.
I think it's because of org structure and approval processes. Implications for marketing organizations abound.
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