By Karin Dames

At the heart of being agile is small, self-organizing teams. In agile teams, work is not assigned to anyone, rather, the business presents what they need to be done, selling it to the team. The team, in turn, picks what they feel they can commit to, based on the time and skills available.  Managers don’t tell the team how to deliver, the teams themselves decide how best to get results and which tools they need to get the job done.

Suddenly, autonomy and ownership become center stage to all teams within the organization, not only at management or C-levels.

Sooner or later the traditional organizational structure starts crumbling and with that, the silo’s. A restructure and/or reorganization becomes necessary as Jason Bloomberg points out in his post on digital transformations.

An agile transformation requires the decision-making power to be balanced and shared among everyone in the organization.  If your agile transformation doesn’t demand a restructure at some stage during the journey, you’re probably doing it wrong.

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