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About AI models and data sets Getting things done together An important executive goal for most large companies is to increase efficiency and effectiveness. With revenue growth elusive in most markets, a key way to increase shareholder returns is to improve profits, which means increasing productivity. These benefits need to come from improving the company's operational processes and changing the company's processes. Unfortunately, achieving higher productivity in project teams focused on change can be challenging, especially when new technologies are involved. Every company has experienced projects that were either delivered twice over budget and twice in time, or never really achieved their goals and were ultimately scrapped. There are many reasons why these large programs fail, but one potential root their own weight. One way to improve project efficiency is to reduce the size of the team that solves the project. In other words, it might be time to reduce the size of the project team.
Smaller teams move faster, iterate more frequently, and innovate more for the company. There are countless examples of small teams achieving amazing things. When acquired for $100 million, the company's engineers created a platform that could be used by 100 million users. One of the most famous hot hatchbacks in history, the Volkswagen Golf was built by Job Function Email List a team of eight. Many of the largest tech companies created their first successful products with teams of fewer than one person. Jeff Bezos famously instituted the two-pizza rule in the early days of Amazon. His decree was that any team that couldn't feed itself on two pizzas was too big.
Conceptually, it's easy to understand how smaller teams can be more efficient because communication is easier and decisions can be made faster. But in practice, how do managers leverage this technology in large organizations? Turning Big Problems into Small Problems Building two pizza teams is especially challenging for flight programs in large organizations, which tend to grow over time. If you track the scope of a major change initiative, you will often find that by the end of the project, the planned goals bear little resemblance to those agreed.
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