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Redesigning teams to be more agile

We worked with Telecom New Zealand in their hey-day, so we were interested to read of their decline and rise in recent years. In 2014 they became ‘Spark New Zealand’ as part of a big plan to go agile.

The change had no ‘plan B’. They cut functional silos, and formed cross-functional ‘squads’. It meant less hierarchy, with account-ability to peers not just bosses. The result? Faster decisions, and products quicker to market.

Agile needs people who know how they add value, and step up to take responsibility.

Read the story from McKinsey: Spark going agile

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