These are great qualities for making a team which follows orders and makes field decisions within a extremely narrow scope.<p>These are terrible qualities for teams who are self-assigned, entrepreneurial, and have to disrupt standard accepted behaviors in order to create new products.<p>For example in Number 4: How does this work when the teams assignment is to come up with an objective, rather than just have one assigned to them.<p>Answer: They would splinter and struggle because they are following a chain of command.<p>Which follows to Number 1: To make products you need a diverse set of leaders who share authority in varying decisions, not a chain of people who wrongly think themselves to be universal experts.  This does require Number 3, but in a different cultural fashion that isn&#x27;t so rigidly hierarchical.<p>Basically these are great for teams who just take commands from the actual guy makes the decisions. Google and the NYT are interested in the teams that make decisions.  I think the modern workplace is actually trying to UNDO these very narrow minded and ultimately damaging behaviors and their misapplication to the creation process.