The problem, at one level, was obvious: we were failing to create useful bonds between one team and the next. The work done by our operators and analysts was inextricably linked, and yet we had placed the two groups in separate organizational silos—we had given them blinders—in the name of efficiency. Our players could only see the ball once it entered their immediate territory, by which time it would likely be too late to react. With no knowledge of the constantly shifting perspective of their teammates, they would have no idea what to do with the ball once they got it.
