Review of One Mission

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  • Applicable
  • Concrete Examples
  • Engaging


Former US Navy SEAL Chris Fussell presents the second volume in the Team of Teams series. Using numerous case studies and providing clear guidance, Fussell and his co-author, C.W. Goodyear, president of Goodyear Capital Corporation, detail how the US military implemented a new operating culture to overcome silos and create a unified, worldwide, integrated network of analysts, operators and leaders. They show how to unify your corporate message, encourage decision making at a tactical level and support informal connections across divisions. Their compelling manual, which they spice with stories from the battlefield, shows you how to increase information flow and build solutions. Facing constantly changing change and a deluge of information, senior executives often find themselves managing low-level crises. If you spend more time on crisis management than on strategic issues, Fussell and Goodyear's guidance will prove welcome and applicable.

About the Author

Chris Fussell, a teacher at Yale University and partner at the McChrystal Group Leadership Institute, served as a US Navy SEAL and an aide-de-camp to Lt. Gen. Stanley McChrystal (Ret.), with whom he co-authored Team of TeamsC.W. Goodyear is president of Goodyear Capital Corporation and the former CEO of BHP Billiton.


Shifting Organizational Norms  

Fussell and Goodyear begin by detailing how German sociologist Max Weber (1864–1920) sought to eliminate the privileges of economic class in late 19th century. His theories described a culture in which power sprang from corporate positions earned through work and merit. Weber wanted to take power from the rich and the nobility – often autocrats born into their positions – and give it to business organizations. He believed people should bend their wills to the “rules of the hierarchy.” Weber created a bureaucratic corporate structure that still functioned as the norm more than a century later.

Today, the authors assert strongly, the norm is shifting. The Internet has changed the time frame for making corporate decisions. Issues arise and demand that organizations make decisions and find solutions at a pace that strict, hierarchical relationships and lines of communication cannot accommodate.

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