case study

Organisational hierarchy was killing innovation and velocity

Embracing an agile pod model helped this investment platform business drive innovation and growth

Summary

Rapid growth resulted in stifling central command and hierarchy, grinding innovation to a halt,

A new organisation structure and flexible POD model empowered the team to innovate and improve efficiency.

Three years on, they’ve grown threefold without any huge headcount spikes and welcome large new clients.

Respecting client confidentiality: While we can't always share their name and specific details of the work we do for our clients, we are keen to share some of the problems, solutions and results we help with.

Control issues...

Rapid growth resulted in stifling central command and hierarchy for this investment platform business.

Innovation was stalling and development grinding to a halt,

With a controlling CTO at the helm, and a lack of trust in team members, it was clear a change was needed to move forward effectively.

Adopting an agile pod model

A new organisation structure was needed. We put a flexible POD model in place, with architecture, product management and design as horizontal functions,

Closely knit teams of 8-10 people worked on common goals without too much overlap with other pods.

Pods were dynamically restructured, but key people in each pod kept the vision.

Autonomy fuels growth

Three years on, there’s a much larger team in place, still organised in pods with improved autonomy (“don’t ask permission if it’s reversible”) to empower teams to innovation and more at a faster pace.

The efficient pod model means they have grown threefold without any huge headcount spikes.

And they’ve recently won a landmark new client.

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