How to get our project teams to perform similarly?

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 Luis, Thomas

Not sure whether I can respond on this topic.

Based on my experience, companies did outsourced services when IBM changed their revenue model (POI and PON) during late 80s to millennium. It worked reasonably well as that disruption enabled several sectors and organisations to take off some inefficiencies from people, process and technology perspective. Then Microsoft, Google and Apple as companies introduced another disruption/paradigm in late 90’s. We are still going through that change. This has lead several organisations to rethink on what is core and what must be outsourced. Until they find their own answers based on their organisational maturities, this issue will linger. A balanced approach (in-house+outsourcing) is a possible answer for now. Until then, end customers will have cost to bear depending on the country economic status, political reforms, development agendas and people agendas.

Dear Thomas
Interesting your comment.
Thanks for sharing your opinion

The question was, "do you get high performance on outsourced teams"?

Is outsourcing a result of companies wanting to reduce their assets to the maximum (the same logic for renting cars and / or buildings and / or equipment) or because they achieve high team performance?

If we look closely at the issue, it triggers variable costs and reduces fixed costs.

From a customer perspective, you will have to bear the brunt this strategy has on product pricing

I'm late to this topic and I realize the question is about taking lessons learned from a high performing team and transferring them to other teams. Or perhaps it's about scaling team processes to optimize delivery. But when I read the title, the cynic in me couldn't help but think that too often, getting teams to "perform similarly" is a nice way of saying we sub-optimized our teams to the lowest common denominator in order to clean up our management spreadsheets.

Yes, a team huddle (daily or not) was a common practice long before Scrum popularized it within the agile community.

Holding some form of reflection/retrospective session was also an important practice long before agilists stumbled into it. But few teams execute them well unfortunately. I've written about this, and how to actually execute well, in Guided Continuous Improvement (GCI) at https://disciplinedagiledelivery.com/gci/.

Dear Anton
Thank you for participating in this reflection and for your opinion.

We agree: processes, standards, people and a lot of training
In some circumstances, new approaches to processes

Can we apply these concepts to white-collar office workers?

What about project teams?

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.