Small, independent teams are a powerful tool for driving organisational performance and agility. These teams, often referred to as ‘squads’, are self-contained units with a clear mission and the autonomy to achieve it. They can quickly adapt to new challenges, deliver faster results, and foster a sense of ownership and accountability.
Deploying squads requires a significant shift in organisational structure and culture. Traditional hierarchies and silos must be dismantled, and leaders must learn to relinquish control and trust their teams. This can be a daunting prospect for many organisations, but the benefits are considerable.
Squads can drive innovation and creativity by bringing together diverse talents and perspectives. They can also improve decision-making by reducing bureaucracy and promoting direct communication. However, they are not a one-size-fits-all solution. They work best in environments that value transparency, collaboration, and continuous learning.
Implementing squads successfully requires careful planning and management. It’s crucial to define the squad’s mission clearly, provide the necessary resources, and measure performance based on outcomes rather than activities. It’s also important to ensure that squad members feel valued and supported, and that they have the opportunity to develop their skills and careers.
Overall, squads represent a promising approach to enhancing organisational performance and agility. But they require a significant cultural shift and a commitment to new ways of working.