Working in wartime: The formula for team success in uncertain times
In an era of remote work under sirens, reserve duty, and shifting client requirements, some teams adapt quickly while others fall behind. A new study from Tel Aviv University reveals what enables teams to adapt faster and how this capability improves performance in a dynamic environment.
About the Faculty section
The "Faculty" section is a unique editorial collaboration between Globes and the Faculty of Management at Tel Aviv University, designed to make academic knowledge in economics, strategy, marketing, big data, fintech, and innovation accessible. The Coller School of Management at Tel Aviv University is one of the world's leading business schools. This section features articles by the Faculty's top researchers, with topics selected and edited by the Globes editorial team.
About the authors
Dr. Yitzhaki is a researcher and lecturer in management and strategy, focusing on team and organizational agility, leadership, work design, and innovation.
Prof. Carmeli is a full professor at the Coller School of Management at Tel Aviv University, specializing in strategy, management, and strategic leadership in crisis conditions.
Remote work under sirens, employees called up for reserve duty, clients changing requirements, and projects forced to adapt to a shifting situation: in recent years, organizational reality can turn upside down overnight. Many companies organize projects around teams, assuming this structure provides greater flexibility.
However, not all teams react to change equally. A new study conducted at the Faculty of Management at Tel Aviv University suggests that the answer lies not just in adopting agile methodologies, but in a deeper team capability.
A team may work according to Agile, but not be agile
Over the last decade, agile methods like Scrum, Kanban, and SAFe have become the standard language of project management. Many organizations adopted them, believing these methodologies would make teams faster and more flexible.
Our study, based on 192 development teams in 67 software companies (mostly Israeli), showed a different picture. We found that using agile methodologies alone does not explain why one team reacts quickly while another struggles. It is possible to work according to Scrum and still react slowly.
For example, a team may hold sprints and daily meetings, but if every change requires manager approval, if responsibilities are too rigid, or if team members lack the authority to make decisions, the team is not necessarily agile. Agility is not a series of rituals; it is the ability to change priorities and solve problems in real-time when the original plan is no longer relevant.
When a team member is in reserve duty: The Israeli test
The study's main finding is that successful adaptation occurs not when agility is implemented during a crisis, but when an agile work environment is created long before. Managers must create conditions that allow teams to react faster: breaking down complex tasks, ensuring informed overlap of responsibilities, and removing barriers like dependency on other teams.
This work design increases team autonomy. When a team has autonomy, it does not need to wait for instructions from above. Members can apply their professional knowledge, make decisions close to the problem, and adapt their work methods quickly.
Israel's reality illustrates this: if only one employee knows a critical system component, their call-up for reserve duty can halt the entire project. Conversely, if critical knowledge is shared among several members, work continuity is maintained even when an employee is absent.
Finally, the study shows that agility is not a universal advantage. In projects with stable requirements, its contribution is limited. However, the more dynamic the environment, the more agility becomes a critical factor for success when reality stops behaving according to the plan.
