It's possible to shrink this whole post to single phrase. "Manage people, not tasks".
 
Actually that's all. But if anything inside you tweaks when you think of this phrase, I propose to go a bit deeper. Do you agree with "Product equals team" statement? Same statement can be told more scientifically: "Project quality equals quality of development process".
 
Well, you can agree or disagree with the last words - it's your own business. But it's the basis of all current project management science. Six Sigma, Toyota Production System, TQM - all these techniques are results of same idea, that in its strongest variant sounds as "Product equals team". Especially this is the case in knowledge-intensive organizations, where the only resource is people.
 
From "team collaboration" up to TPS is actually not that long way. Beforehand, there was "human collaboration", which is called now Human Interactions Management. Later this idea grew into Business Process Management. So, to start building Toyota, you should start from your team. Your people.
 
When choosing between giving a fish and providing a man with a fish rod, we tend to the second solution. When applied to team work. Instead of pre-organized set of instructions and communication formats, we push people towards people starting to make arrangements. Those arrangements then may be written down, prove their effectiveness and become "roles". This is somehow more complicated team-building process, but it leverages every single team member in mid-term and long-term. Because product equals team.
 
As William Joyce wrote in his book "What Really Works: The 4+2 Formula for Sustained Business Success", there're 4 success factors for success:

• Strategy: build strong strategy, focused on growth, and stick to it.
• Execution: organize excellent practical implementation of your strategy
• Culture: develop corporate culture, oriented on reaching high goals
• Structure: support "flat" and mobile organization structure

 
 Two of four points relate solely to people and interactions inside the team!
 
At the beginning of work, team builds up the process of enabling collaboration and agreements (important people qualities: creativity and trust). Later each team member works on constantly testing the format of collaboration (with full responsibility and intelligibility). And only on the third step, company agreements and process formats become a part of system, part of enterprise software. "System" comes after human collaboration, not before. That's what Agile Manifesto says: "People and interactions over processes and tools".
 
That's exactly the idea behind Comindwork. Using basic agreements, you can create synergy in your team, which is really the essence of team work. 2+2 = 5, i.e. 4 people together do more then 4 people working separately. For steady businesses we provide custom workflows processes and tools. Which can only be working on the basement of trust, constant improvement, and responsibility of every person for both result and process of project development.