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cilitate kickoffs and retrospectives, conduct one-on-ones, and set up protocols for handovers. We%u2019ve also created a library of WWW resources that is available to all on our internal website.2. Invest in Active, Real-Time MeasurementTo make teamwork scientific, organizations need to be able to measure the outcomes of their actions and determine how changes in the inputs affect results. At McKinsey, we%u2019ve developed tools that allow us to monitor our teams%u2019 needs and performance in real time and then to hypothesize, test, learn, and adapt.One tool we use to measure and monitor people outcomes is a weekly survey. It is anonymous but segmented, and it is sent to all employees. It asks a single question: How are you feeling? People respond by clicking on one of five emojis, ranging from %u201cGreat%u201d to %u201cTerrible.%u201d This simple query allows us to identify trends in sentiment across different colleague groups, such as senior leaders, new hires, data scientists, and editors. If a specific group is slumping, we can intervene%u2014for example, by running targeted programming, offering developmental support, or investing in additional learning and coaching.To measure functioning, our teams complete an engagement team survey (ETS) every two weeks. It asks members which WWW rituals they are using and how consistently. It also asks how they%u2019re feeling about the project they%u2019re working on and how they%u2019re progressing toward their short- and long-term goals, both personally and professionally. An automated report synthesizes the results. If ETS scores begin to dip, that%u2019s a sign that a team is struggling%u2014and indicates to leaders that it%u2019s time to intervene. To measure how well we%u2019re doing with our clients, we conduct confidential surveys to gather feedback on the quality of our work and the effectiveness of our collaboration.By combining and evaluating the data from the team and client surveys for a given project, we can identify how and to what extent the operating model used by teams informs our work with clients. For example, we%u2019ve found that teams that use all the elements of the WWW operating system score significantly better on client impact scores than those that do not%u2014from 10 percentage points higher (for collaboration) to 23 percentage points higher (for building client capabilities and skills). Client and team satisfaction often go hand in hand: Teams with the best client feedback scores also have the highest team feedback scores, and vice versa.Internally, we%u2019ve used real-time measurement to figure out whether it makes a difference if our teams work in person or remotely. To answer that question, we studied 40 teams, consisting of 217 consultants, across geographies and sectors, to understand how each model contributed to productivity, client impact, apprenticeship, and personal experience. The results were une-