Agile Org Design

Jun 2022

Most organizations rely on structure to keep things running—who does what, how decisions get made, and how teams coordinate their efforts. But traditional hierarchies often slow things down, making it harder for teams to adapt and move quickly. Agile org design takes a different approach. Instead of rigid levels and top-down directives, it emphasizes empowered teams, shared goals, and real collaboration.

From my time at Wipro, Net@Work, and Safeguard, I’ve seen firsthand how shifting from hierarchy to a more dynamic structure unlocks speed, innovation, and engagement. Thought leaders like John Kotter have long championed this approach, emphasizing that change happens when people at all levels are empowered to take action.

Rethinking the Structure

In agile organizations, work isn’t dictated from the top down—it’s driven by teams that act based on shared objectives. That doesn’t mean chaos or a lack of leadership. It means teams have the autonomy to make decisions, solve problems, and move fast—without waiting for layers of approval.

Kotter’s work on change highlights the power of guiding coalitions—groups of people at different levels working together toward a common goal. In my experience, this kind of structure leads to better, faster decisions and creates a culture where people feel ownership over outcomes.

Collaboration as the Engine of Progress

Agile orgs succeed because they put collaboration at the center. Instead of work being handed down through layers of management, teams come together around problems, each bringing their own expertise.

Kotter talks about the need for urgency and momentum in change initiatives—agile teams operate the same way. When people are aligned and understand why their work matters, collaboration becomes natural, and progress happens faster.

Shared Objectives Create Clarity

One of the biggest shifts in agile org design is how goals are set. Instead of waiting for leadership to dictate priorities, teams play an active role in shaping them. When teams understand not just what they need to achieve, but why it matters, their decisions become more aligned and effective.

Kotter emphasizes that successful transformations always start with a clear and compelling vision. Agile teams work best when they operate with that same clarity—knowing the bigger picture and how their work contributes to it.

Structure Still Matters—But It Should Support, Not Control

Agile organizations aren’t structureless. Instead of hierarchy, they rely on scaffolding—systems that support teams without limiting their flexibility. These structures include:

Organizational scaffolding – Clear but flexible team structures that encourage ownership.
Product scaffolding – Roadmaps and frameworks that guide decision-making without rigid processes.
Technical scaffolding – Tools and infrastructure that enable fast, autonomous work.
Cultural scaffolding – Shared values and communication practices that keep teams connected.

This idea aligns with Kotter’s thinking—change doesn’t just happen because people are motivated. It happens when organizations create environments that make it easy for people to act.

Looking Ahead: What This Means for AI and My Work at Mistborn

Just like in organizational design, agility in AI development is about more than just scaling up technology. It’s about creating systems that are adaptable, resilient, and aligned with clear objectives.

At Safeguard, we’re applying this thinking in a few key ways:

Building resilient systems – Developing AI models that hold up as data and conditions evolve.
Integrating AI thoughtfully – Using LLMs to enhance human decision-making, not replace it.
Addressing ethical and practical challenges – Tackling issues like data quality and model bias head-on.

Kotter’s work reminds me that successful change isn’t about endless process refinements—it’s about clarity, urgency, and empowering people to act. Whether in AI development or org design, those principles remain the same.

References

Aghina, W., Ahlback, K., Smet, A. D., Lackey, G., Lurie, M., Murarka, M., & Handscomb, C. (2021, June 4). The five trademarks of Agile Organizations. McKinsey & Company. Retrieved June 5, 2022, from https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations