DRIVING CREATIVE DESTRUCTION
intelligent leaders took time to develop an effective “defense system” against uncon- trolled creative destruction. Tey set up processes and processes within processes, such as breaking down an objectives hier- archy into target-specific requirements. As a result, they established a good model to follow in selecting more rewarding solu- tion with potentials for the future. Teams focused on a specific goal, reviewing and discussing the potential risks. Ultimately, they eliminated rework and moved closer toward achieving the goal.
Cross-functional teams—effectively applying creative destruction while breaking tradi- tional boundaries.
BREAKING BOUNDARIES
Cross-functional teams are a good example of effectively applying creative destruction while breaking boundaries. (Photo by Pfc. Karleshia Gater, I Corps)
Cross-functional teams demonstrate both effective management of creative destruc- tion and emotionally intelligent leadership. In large organizations like the Army, timely application of creative destruction requires a new way to work across tradi- tional and organizational boundaries. For example, in order to quickly imple- ment change in reaction to a new threat or to stay ahead of the competition, the sequential developmental model had to change. Terefore, Army leaders decided to use a new approach: Put the require- ments managers, materiel developers, testers, trainers, logisticians and resourcing organizations together in a single cross- functional team to enable transparency, faster communication of ideas and effec- tive decision-making. Tis new approach directly manages creative destruction and its negative impacts and has proven effective.
NEW AWARENESS Leaders like Gen. Ed Daly, commanding general of the U.S. Army Materiel Command, are no longer ignorant of the destructive effects of creative destruction. Greg Edwards, center right, a supervisory supply management specialist, shows Daly and a group of Army leaders around a new receiving building at Crane Army Ammunition Activity, Indiana, on Sept. 2, 2021. (Photo by Lindsay Grant, Crane Army Ammunition Activity)
Members of cross-functional teams are typically at the colonel or senior civil- ian level and are empowered to speak for and direct their organizations toward a common goal. Issues in one area are quickly surfaced for all to understand, consider and, when needed, act upon.
12 Army AL&T Magazine Spring 2022
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