A task force reacts to a "crisis". Examples are a fundamental disruption of processes, a dysfunction of a key product or a dramatic change in an organisation's environment.

A task force should be the "last resort" to react to such business-critical situations. It is highly demanding for its sponsors, leaders and participants. A task force necessarily stands outside the regular organisation and inherently produces tensions with it.

The authors are convinced that a task force should, as much as possible, integrate the regular organisation. And that this should be done by leaning on its "culture". Most important appears to outsource and set up as "projects" all tasks for which target, timelines and resources can clearly be defined.

How it started and copyright

Definition of a task force

Task forces versus projects and problem solving teams

Task forces have coss-functional teams

Task forces are steered by skilled leaders

Task forces are sponsored and empowered

Task forces respond to a business-critical challenge

Task forces complement the regular organisation

Challenges, effects and work arounds

Setting up a task force

Kicking off a task force

Running a task force

Concluding a task force