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us in to consult on a transformation of its digital strategy and operations. Things got off to a rocky start. The bank was working not only with us but also with a mix of outside digital architects, designers, and experts. Team members were greatly frustrated: They didn%u2019t know what was expected of them or who was responsible for what. Everyone was working long hours, to little effect. Time to start over.The team leaders decided to reset using the WWW operating system. First, they held a structured kickoff%u2014involving all team members, including outside consultants%u2014that set a work cadence, team norms, and expectations. Team leaders committed to conducting regular one-on-one feedback sessions and twice-a-month retrospective reviews with the whole team. These systematic take-stock moments, all tracked by a digital tool, enabled the team to make adjustments as needed. During one retrospective, for example, the team realized it needed help applying the bank%u2019s agile methodology to the current transformation project. So it called in experts to provide coaching. By the end of the nine-month project, the bank had successfully launched the digital products it had set out to develop, and the McKinsey team had completed a comprehensive handover, transferring all relevant knowledge to the client. Both the McKinsey team members and the client reported a positive experience%u2014an excellent result after that tough start.Action plan. In our research on high-performing teams, we have found that the best teams consistently do the three things that our team at the bank did: hold kickoffs, conduct one-on-ones, and take stock of progress using retrospectives. For our part, we also close out with comprehensive handovers, documenting our work so that the client, and future teams, can build on what we did. We recommend that companies use these practices as the foundation of their teamwork operating system, tailoring them to reflect their important cultural norms. For example, the %u201cobligation to dissent,%u201d one of McKinsey%u2019s core values, is embedded in the design of our one-on-ones and retrospectives.When we ask our highestperforming teams what they attribute their success to, their answer is: building trust in client relationships. This is what the WWW operating model is meant to facilitate%u2014and we have plenty of evidence that it does. Frequently collecting client feedback, conducting client retrospectives, and holding one-on-ones%u2014our teams listed all these as practices that helped them build trusting client relationships.As we continue to evolve the WWW operating system, we%u2019ve invested in creating tools to help teams run it. We suggest that companies instituting an operating system do the same. Our teams, for example, can get professional support to fa-