A business model needs a project model to minimize the chaos that many other posters have described. I've spent two years researching how teams actually get things done, how they fail, and the role that the leader plays. Based on that research, I've tagged the design in play in most creative and fast-moving teams as Internetworked.
The most effective teams have informal networks for problem solving and other communications that look like the Internet. They also share the attributes of the Internet of information sharing, resiliency, and fostering creativity. If acknowledged by management or not, these models are behind most successful teams. They are also at the root of most successful agile and radical development team organizations.
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A business model needs a project model to minimize the chaos that many other posters have described. I've spent two years researching how teams actually get things done, how they fail, and the role that the leader plays. Based on that research, I've tagged the design in play in most creative and fast-moving teams as Internetworked.
The most effective teams have informal networks for problem solving and other communications that look like the Internet. They also share the attributes of the Internet of information sharing, resiliency, and fostering creativity. If acknowledged by management or not, these models are behind most successful teams. They are also at the root of most successful agile and radical development team organizations.
More about Internetworked teams at this link: http://www.companysmith.com/books.htm