The agility of an organisation dictates its success. Small, independent teams represent the lifeblood of this agile structure, yet their full potential often remains untapped due to outdated corporate behaviours and structures. Senior executives hold the key to unleashing these powerful units, transforming their companies into nimble, innovative forces.

Empowering independent teams demands a fundamental shift in executive mindset. Executives must move beyond traditional command-and-control methods, actively fostering an environment where these teams can truly thrive. This involves directing teams towards the most promising opportunities, equipping them with top talent and necessary tools, and overseeing their work with a light but consistent touch. Critically, it also means dismantling bureaucratic hurdles such as cumbersome approval processes and resource inertia that independent teams cannot overcome alone.

Consider the example of a European bank that successfully adapted to new financial regulations by empowering a "know-your-customer" (KYC) team. The bank's leadership had proactively established small, independent teams with diverse capabilities and streamlined institutional processes. This allowed the KYC team to develop and launch a digital identity verification service in weeks, not months, by granting them upfront funding and the autonomy to operate without constant corporate approval. This demonstrates the tangible benefits of executives providing resources and authority, then holding teams accountable for clear outcomes rather than micromanaging the process.

Furthermore, executives must commit to redefining the role of mid-level managers. These managers need to transition from superiors to stewards, focusing on defining outcomes and coaching rather than dictating steps. They must embrace new behaviours, such as participating in team discussions to remove roadblocks and offering expertise. This necessitates dedicated retraining and a willingness to adapt performance evaluations to reflect agile principles.

Ultimately, an agile organisation gives small teams the autonomy to make day-to-day decisions, accelerating progress and fostering innovation. Executives who champion this approach, providing the necessary resources, removing red tape, and cultivating agile leadership, will find their independent teams become powerful drivers of competitive advantage.

From the McKinsey article Unleashing the power of small, independent teams