Smaller is better: Brady Brim-DeForest on how small teams can create a big impact

As AI moves at breakneck speed, Brady Brim-DeForest explores what the world will look like over the next decade and how audiences will engage with content, entertainment and advertising in the future.

We sat down with Brady to discuss his views on driving impactful change through small, agile teams – a theme central to his latest book, Smaller is Better: Using Small Autonomous Teams to Drive the Future of Enterprise.

Q. Can you share what inspired you to write “Smaller is Better” and delve into the core message you aim to convey through the book?

A.I was inspired to write “Smaller is Better” after years of consulting with a wide variety of enterprises – from Apple and AT&T to Caterpillar and Maersk. I realized that meaningful outcomes stem from cultural shifts and transforming the way work is done,  not just from pursuit of quantifiable outcomes. 

The book is my way of democratizing the knowledge and strategies I’ve developed, hoping to extend my impact beyond the limitations of consulting that we do at my firm, Formula.Monks. I aim to enable organizations everywhere to harness the power of small autonomous teams, making work more meaningful and efficient, and accelerating humanity’s evolution.

Q. In your experience consulting for Fortune 1000 companies, what were some key challenges you observed within large, siloed environments that prompted you to advocate for the small, empowered teams’ model?

A. In my consulting work with large organizations, I often encountered a strong tendency for information to be siloed. For example, an entertainment company struggling with its acquisition strategy illustrated this issue vividly. The siloed structure led to critical information being lost between departments, such as IT, A&R, and legal teams, resulting in costly mistakes and inefficiencies. 

A catalog acquisition turned into a multi-million dollar oversight because the technical requirements were not fully understood across departments. This situation could have been avoided with a single change to their operating model: creating a cross-functional acquisition team. Such a team would have identified and addressed the issue early, demonstrating the power of cross-functional collaboration to overcome the dysfunction inherent in siloed organizations.

Q. How do you define a “small, empowered team,” and what characteristics make such teams effective in driving innovation and delivering exceptional customer experiences?

A. A “small, empowered team” in the context of my model is cross-functional, autonomous, and intentionally small in size, ensuring that it contains everything it needs to fully achieve its mission, from initial decisions to generating a return on investment. For instance, a team focused on an acquisition might include experts in due diligence, finance, legal, and IT, reflecting its specific needs. 

Conversely, a team tasked with launching a software product would require roles like sales or marketing being embedded in the team in order to ensure the team could actually bring the product to market. This emphasizes the importance of tailoring the team’s composition to its mission, ensuring it’s equipped with diverse skills covering every aspect necessary for success, while maintaining a size ideal between five and eight members to foster efficient collaboration and communication. 

Q. Could you provide examples of companies that successfully implemented the small teams approach and the tangible benefits they derived from it?

A. Several companies have successfully implemented the small teams approach with significant benefits. Caterpillar removed over $1 billion of slack from their supply chains, demonstrating the efficiency gains possible. AT&T reduced their product-realization life cycle from three years to less than three months, showcasing the speed of innovation. 

Fortune 1000 companies have developed innovation programs that incorporate direct client and customer feedback, leading to high-quality, market-driven product iterations. The United States Air Force centered pilot mental health in their operational planning, highlighting the holistic benefits of small teams. 

Lastly, large healthcare companies like Mission Health created best-in-class internal benefit plans based on tight loops of employee feedback, which they then successfully marketed to other organizations, underscoring the versatility and applicability of small teams across different sectors.

Q. One of the promises of smaller teams is faster decision-making. How do you see this impacting not only product development but also employee engagement and retention?

A. The key outcomes from adopting small teams include increased productivity, decreased risk, reduced management overhead, enhanced collaboration, improved retention, and a boost in innovation. This approach doesn’t require special tools or additional headcount; the primary investment is the time spent transitioning to this model. 

This model encourages a culture where team members are given more control over their work, leading to better job satisfaction and performance. Overall, embracing small autonomous teams positions companies to outpace competitors and adapt more quickly to market changes.

Q. What are some common misconceptions or resistance points you encounter when advocating for smaller teams within larger organizations, and how do you address them?

A. Primarily around the fear of change and the perceived risk of altering established workflows. Resistance can also stem from concerns about the loss of control, the disruption of hierarchical structures, and the uncertainty about the new model’s effectiveness. Leaders might worry about the initial slowdown in productivity as teams adjust to the new model, fearing that it could reflect poorly on short-term performance metrics.

To address these concerns, it’s crucial to emphasize the importance of gradual, well-managed change. Highlighting successful case studies can help alleviate fears by demonstrating the tangible benefits of small teams, such as increased agility, better decision-making, and enhanced employee satisfaction. 

Engaging skeptics in the planning and implementation process can also foster a sense of ownership and reduce resistance. Ultimately, demonstrating the long-term gains in efficiency, innovation, and competitiveness can help win over doubters and pave the way for a successful transition.

Stay tuned for the next installment of this interview, where Brady will share more insights into how media professionals can drive transformation in their company

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