I believe you form a team when the goal (defined as an outcome or impact) can’t realistically be achieved by one person. What’s shifting now is that some of those constraints are disappearing, so at least “why a big team?” becomes a first-order question again, not a default assumption.
This really resonates with me as an introvert as well. As soon as you are the only one having some "expert" knowledge required to solve a specific problem and the others in the team are clueless, you're in the best position for suffering. I then rather sit on my own and do it alone while sipping some coffee. And there is nothing bad about it.
I thought it was "team work makes the dream work"?
In all seriousness, one of the main reasons I usually end up leaving LSE clients is the ratio of the alignment tax - especially when the amount of time spent in meetings starts to exceed the amount of time actually doing the work would have taken.
I believe you form a team when the goal (defined as an outcome or impact) can’t realistically be achieved by one person. What’s shifting now is that some of those constraints are disappearing, so at least “why a big team?” becomes a first-order question again, not a default assumption.
Correct. What's the benefits are changing.
This really resonates with me as an introvert as well. As soon as you are the only one having some "expert" knowledge required to solve a specific problem and the others in the team are clueless, you're in the best position for suffering. I then rather sit on my own and do it alone while sipping some coffee. And there is nothing bad about it.
Absolutely!
I thought it was "team work makes the dream work"?
In all seriousness, one of the main reasons I usually end up leaving LSE clients is the ratio of the alignment tax - especially when the amount of time spent in meetings starts to exceed the amount of time actually doing the work would have taken.
This happens more often than it should
Solo leveling is where the vision of who's who and what they're made of becomes clearer.