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AMBIT VITIN
ย โขย
impress.aiย โขย 2m
Why โRed Teamsโ usually backfire in startups? All along my career with Startups, Iโve seen this play out more times than Iโd like. A critical project starts slipping, pressure builds, and someone suggests forming a core team. You gather your best people, call it a "Red Team", and expect things to move faster. But what usually happens next is silence. The rest of the team slowly loses context. Updates stop flowing. Decisions start happening in private. Before long, that so-called core team feels like a company within the company. The idea isnโt wrong. Instead I'd prefer to say that Itโs the separation that makes it fail. Startups move fast when everyone shares the same rhythm, not when a small group operates in a different loop. Once that connection breaks, even great talent canโt restore the momentum. After watching this happen a few times, I decided to change the way I built Red Teams. I tried a version that actually worked. I called it the same R.E.D., but it meant something different: Real-time alignment, Exposed process, and Distributed decisions. It wasnโt some grand model. It was just a more open way of working. Everyone stayed in the loop, people felt included, and the energy carried through the whole team. It didnโt feel like a special task force anymore. It felt like the same team, just more focused and visible. No extra frameworks and no clever systems. Just fewer walls and more trust. And somehow, that made all the difference.
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