From Function-Based Structures to Self-Driven Squads
Structure isn’t just about roles and boxes. It’s how decisions get made, how work flows, and how people experience collaboration.
This organisation was scaling fast, but the structure was holding it back. Teams worked hard, but in isolation. Handoffs caused delays. Projects ran late. And clients felt the friction.
There wasn’t a lack of skill, just a system that no longer served the speed and complexity of the work.
What We Found?
- Teams were disconnected, often waiting on one another for inputs
- Escalations were frequent, with no single point of accountability
- Clients had to navigate between departments for updates
- Ownership was scattered, and “it’s not my department” became the silent default
- Employees craved shared purpose, clarity, and smoother collaboration
What We Built?
- Piloted semi-permanent cross-functional squads with autonomy, shared KPIs, and decision-making rights
- Each squad was mapped by location, skill, and personality dynamics
- Leadership came from design or project leads, not just vertical heads
- Functional Centers of Excellence (COEs) remained in place to drive capability-building
- Squad members included full-time and shared roles based on project demand
- Weekly reviews evolved into monthly check-ins as autonomy grew
The EQ Angle That Made It Work.
- Change was designed with empathy — listening sessions, project shadowing, and open forums set the tone
- Leaders were supported emotionally, with space to pause, recalibrate, and ask for help
- Cross-functional bonding was encouraged through informal rituals and squad offsites
- Role clarity and shared targets were co-created, not imposed
- We identified change enablers and disruptors, and addressed resistance with care
- Team members were supported through change fatigue with check-ins and pacing
This wasn’t a top-down restructure. It was a co-created shift that allowed teams to own outcomes, not just tasks
- Projects started delivering on time with fewer cross-team lags
- Clients had a single point of contact and a more seamless journey
- Employees gained exposure across functions, enriching their perspective
- Sales teams could focus on growth instead of firefighting delivery issues
- The culture shifted from individual performance to shared outcomes
What We Learned?
- Structure should evolve with scale. What works in early growth phases can limit collaboration later.
- Humanising change, through stories, relationships, and emotional support… makes it sustainable.
- Cross-functional teams need more than new boxes on a chart. They need context, care, and clarity.
- The most effective design change doesn’t just look good on paper. It feels right in practice.
