CHAPTER THREE TAKEAWAYS • One of the least controversial things you can say about a team is that its success is a function of its talent. To be one of the greatest teams in history, this reasoning suggests, a team should possess one of the greatest individual stars of all time or a group of players whose aggregated skill ranks higher, from top to bottom, than any other. Some of the sixteen teams in Tier One had many stars and superior athletes. But some had neither. • When an organization achieves astounding results, there is a temptation to look beyond the men and women who did the work.
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In business, the "scaffolding" or system matters a lot. There's a lot of research (Deming) and examples (Toyota Production System, NUUMI) that the system matters in business. It may not here because the zero sum nature of the industry and the fact that you can't hide secrets are unique to sports. In business, we don't do the work to make a good system work (known ways to succeed) because 1) it's too hard and 2) it doesn't pay off right away and 3) we're on to the next fad.
Management mattersm tii, Of course, we're talking about immiedate management, who are usually player-coaches.
