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Unleashing the power of small, independent teams

McKinsey and Company poses that small, independent teams are the lifeblood of the agile organization and that top executives can unleash them by driving ambition, removing red tape, and helping managers adjust to the new norms. But on a deeper level, what exactly does it take to set loose the independent teams that make agile organizations hum? In a nutshell, the authors mean that senior executives must move the company-and themselves-away from outmoded command-and-control behaviors and structures that are ill-suited to today’s rapid digital world. The article further investigates…

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