I think a crucial reason this worked is that there was a measurable objective, the value of which was universally understandable. Find software bugs. This is how they measured and selected the initial team, and this is how the team itself could prove its effectiveness in a management-compatible, objective manner and therefore defend its existence. Finding other areas where this could work is an interesting excercise.
I agree that measurability is important, but there are plenty of measurable objectives that don't inspire this sort of espirit de corp exhibitted here. I would love to know more about the leadership of this group, and if the leadership of the group fostered this sort of group identification. Is there a leadership lesson here, or did this emerge organically?
