How to get our project teams to perform similarly?

Scott, agree there are different scenarios to use gig workers.

I have seen projects include activities and even phases (as part of their planned scope) to transfer knowledge as part of the project. This is building the benefit of preserving the gained knowledge for the organization.

Also there are one-off project you probably only need once and it would be waste to build that capabilities inhouse, so you use specialists.
Sometimes these specialist are so rare on the market that you have no choice.

And some organizations choose to outsource capabilities just because of lower costs, this is the business case for outsourcing. It is when the capabilities are in abundance on the market.

This all is good old project management: build your project method according to the specific needs of the challenge. PMBoK.

Dear Scott
Excellent framing of the issue and thorough analysis
Thanks for sharing your opinion

Dear Scott
This is a big question:
Who will bear the costs of training and continuous improvement?

To widen the view about standups:
I saw my 1st in 1997 when we hired a gig PM to save a project (I was leading the PMO then). His leadership style was command/control and coercive. And adaptive. Highly successful. He forced the core team to be in the office every morning 7am. 15 minutes standup and you better be prepared.

Dear Scott
Excellent question yours
Thanks for sharing it.

What characteristics, in your opinion, should an organization with a body shopping business have?

Scott the issue with training office workers is to illustrate that it is not only about process, training, and technology. You need some sort of aptitude in order to do perform certain tasks well. Let's call it technical inclination in our F1 example. Maybe you can teach somebody to do something like a parrot without them understanding what and why they are doing it. You have a fair chance of getting fair performance but the second something deviates, which in life and in our example it does, you go from hero to zero.

I can teach anybody how to write hello world code in Java and do it well but when I request that they save hello world to a file instead of displaying it on the screen.....BOOM.

A few thoughts:
1. Transferring knowledge as part of a hand off to others is better than not doing so I suppose, but is often less effective than we hope. The problem is that tacit knowledge takes a lot of time to learn, and that's what's often required for effectiveness. I've seen a lot of projects where they've attempted this sort of thing, and it's definitely helped, but when I would visit the team that the work was handed off to a few months later they were still investing time to learn from scratch what that had supposedly picked up during the transfer. We need to look at the overall lifecycle, not just the project portion that we're involved with.
2. One-off projects are definitely good candidates for outsourcing. Until you discover that it's not a one-off, or that you need to maintain and evolve the output of the project. Then you start wishing you'd done it yourself, sometimes as you're redoing it again.
3. Hiring contractors for the specialties is definitely a good idea. A much better idea is to also include in the contract that they coach and teach their skills to your people AND you then ensure that your people step up and do so. Sadly I hear a lot of talk from organizations about this strategy but don't see as much execution of it. I've seen a lot of high-priced specialists who were supposed to be shadowed but then weren't because the FTEs couldn't be freed up.
4. Outsourcing for cost savings rarely seems to work out in practice. I hear about the cost savings of outsourcing all the time, and then when I look at the "business cases" justifying these outsourcing efforts they almost always end up being wishful works of fiction at best. To do it right you need to consider the total cost of ownership (TCO) as well as the total benefit of ownership (TBO), and both of these figures require a systems mindset to actually calculate. How much work needs to occur on the customer end to specify, manage, govern, and validate the outsourcing work? That adds up quickly, and it's important to recognize that outsourcing efforts typically require significantly more of these activities than insourced work does. What is the cost of contract management, in particular change management when you want to evolve the requirements of the work? From an operational point of view, what inefficiencies are being introduced within the customer organization to work with the outsource company. For example, a few months ago I was working with an organization that walked me through the cost savings they'd achieved through outsourcing their help desk. They honestly believed they were getting a great deal because they only looked at the costs of the help desk operation, which in fact were lower than when it was insourced. So we then worked through the overall process from the point of view of the people being served by the outsourced help desk. Wait time had skyrocketed. They effectively had expensive people wasting time waiting to be served by inexpensive people. So I suggested we take those costs into account. They were uncomfortable with that idea. Then we discovered that the problems weren't being solved as often as before, requiring new tickets to be submitted and more waiting to occur. So I suggested we take those costs into account, and they were also uncomfortable with that suggestion. Bottom line was that when we calculated the total value of ownership (TVO), TBO-TCO, we discovered that it was negative. Their great deal was actually an incredibly bad deal in practice. Worse yet, when we started working through potential scenarios to fix the help desk process we couldn't see any way to make it cost effective and still involve the outsourcing company. And I've lost track of the number of times I've run into situations like this.

Dear Thomas
I read your response to Scott carefully.
Thank you for your input.

You suggest: "build your project method according to the specific needs of the challenge. PMBOK"

This topic is designed to reflect on the performance of project teams.
What would you do and how would you do to get outsourced teams (it seems fashionable) to perform high?

Outsourcing can be successful for both parties.

I worked in and sold outsourcing for datacenters, help desk, application maintenance, cloud, BPO since 1995. You just need to target win-win and have a good retained organization.
And yes, there are players that can do it (and benefit from sustainable profits) and some who do not.

Dear Scott
I can only thank you for this reflection for our exchange of views.
Very interesting

Dear Thomas
It's just the daily meeting proposed in some agile frameworks.

I know some organizations that use early day briefing and late day debriefing

When team and individual goals are not aligned with the organization's goals, weekly coaching sessions so that the team performs high

Does this method allow for medium and long term results?