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By David Lee '97,
Consulting Director Strategy, Innovation and Transformation
MSS Management Consulting
Something new is happening in sports and particularly basketball. I first noticed it when I had the chance to attend several pro basketball games for my business. One of the games I went to featured the Golden State Warriors who, if you know NBA basketball, are one of the more successful teams of late.
In 2013, the warriors had a mediocre record. In 2014, they hired Steve Kerr as their head coach and their winning percentage jumped to 85% (as of this writing) over two and a half seasons, they won one championship and lost another in the final game all while setting a number of winning records along the way.
Now, I do not follow the NBA closely, so I was not aware of their record setting play. Still, I felt that something was different about this team, and I decided to do a bit more digging. I learned that I was witnessing a true disruption in the sport.
The Golden State Warriors have tapped into something that allows them to perform at a much higher level than other professional teams. Most sports have a recipe for success. In basketball, the formula for winning has been a tall center, a power forward, a small forward, a shooting guard and a point guard combined with predetermined plays that get the ball to star players through a series of set positions and picks. The Warriors disrupted this approach by emulating the way basketball is played in pick up games in gyms and on playgrounds around the country.
The Warriors utilize a center and four, highly skilled players who are competent at multiple positions and can adjust their role depending on the conditions of the game. While players still have specific assignments, they can all take the lead or drop into support as necessary. They understand the big picture and know how all of the players fit into it. They know each other’s capabilities, are able to read and react instinctively to one another, and recognize when one of them is hot or cold. Each member is responsible not just for their own success but for the success of others, they celebrate when other team members are successful, and they pick up the slack when someone else is having a difficult time. There are no set plays and no real “stars” on this team.
For the other teams, this approach is a huge problem. We can imagine how challenging it is to prepare for a game against the Warriors. Analyzing strengths and weaknesses or identifying patterns of play is a grueling affair as each situation means a different response and the potential variations are nearly infinite. The only way to play them and win is to become like them.
Now, you may say, “That is fine for basketball, but how does this relate to my organization?” The answer is increasingly, “In every way! “
In business, like basketball, traditional structures can be debilitating. The structures that most businesses operate under were built for a world that existed over hundred years ago (about the time basketball was invented). This was the time of management science where thinkers and doers were separated and mass production was the focus. Today, the business environment is more demanding, more volatile, and operating at a much faster pace. Maintaining the hierarchical structures of the past is like running the traditional plays and expecting win against the Warriors. The competitors are different now. They are fast and adaptive so traditional businesses must take a new approach. If we look through the Complexity Lens we can see that the Golden State approach is absolutely required for driving high performance in the new reality.
At the risk of mixing a metaphor, I like to call this new high performance team approach “ensembling” because it reminds me of a jazz ensemble. In good jazz, each person has a role (the trumpet, bass, drum, etc.) and the music provides a framework, but improvisation is the mark of a great group. The members of a great jazz ensemble play off each other and can take the lead of drop into support to make the experience better for the audience and much more fun for them. In different conditions, even the size of the ensemble can change depending who is on hand.
Creating High Performance Ensembles
Building this capability in an organization can be difficult but can be managed through some simple steps. Here are nine ways to get started:
Inspired by new corporate structures, savvy business leaders are shedding their corporate powers for new paradigms. More than one-third (37%) of leaders say they are transforming their business by reorganizing reporting lines and replacing old hierarchies with more-flexible arrangements that encourage collaboration and empower employees. - Forbes Challenge or Be Challenged in Association with GAP International
The Counter Argument – the New Zealand All Blacks
The most successful professional sports team in world is the All Blacks rugby team out of New Zealand. The All Blacks played their first rugby test in 1903. As of November 2015, they have achieved a success rate of 79% since inception. In 2016, their winning percentage is 100% (to date of this writing).
Rugby is a game where size and position matter a lot. The prop forwards need to be big and strong, the hookers need to be smaller and lighter, and the backs need to be fast and elusive. This would seem to be the best argument against the application of ensembling in every situation. Sometimes, specialization is essential. One would be hard pressed to see a player move from prop to hooker to back.
Still, the success of the All Blacks can be attributed to their ability to apply these techniques even in a highly structured organization. This excerpt from an article by a former captain of the All Blacks provides evidence.
World-class teams take this trend [generalization of player capabilities] as far as it can sensibly go. Their members are experts in their specialist tasks but able to turn their hand to other members’ tasks as well. This brings the team enormous benefits in flexibility and responsiveness, but more importantly it allows for the coherence and wholeness that only teams whose members really understand the nature of other members’ contributions can achieve.
These physical benefits are reinforced by psychological benefits. High-performing team members generalize their attitude to team performance. They see the big picture and how they fit into it. They feel responsible for their performance, for others’ performance, and for team performance. They become leaders. - David Kirk, Former Captain, New Zealand All Blacks via McKinsey Quarterly 1992
Mind you, this was published in 1992 before many of the concepts we are discussing made their way into organizational thinking. Still, the universality of ensembling techniques is clear for those who using the complexity lens. The All Blacks have adopted ensembling for decades, and this has contributed to making them the best team in all professional sports.
Note: This is one in a series of posts on how to develop a Complex Adaptive Organization. Please feel free to contact me for more information at firstname.lastname@example.org.
Additional posts in this series are available on LinkedIn Pulse and include:
About the Author
David Lee is a 1997 graduate of Thunderbird School of Global Management. As Consulting Director at MSS (www.msstech.com), David advises organizations on how to achieve transformation through innovation, process development, complexity management and international expansion. David's areas of expertise include: