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Lockstep recently supported a Cape Town tech company which was busy expanding their operations. The leadership team wanted to break down functional silos, so it set about putting pods of multidisciplinary teams in place removing all hierarchy from the company structure.

Within this new flat structure, teams became self-governing. Overall, the organisation switched from a control-and-command environment into one in which team members shared the power equally. In theory, leadership capacity was spread out to create a self-managed company. In practice, these changes opened up a radical new way of working, which demanded a high-level of both consciousness and trust between team members.

As their leadership partner, Lockstep found that junior team members battled in a structure where each person’s contribution was so visible. So, the challenge for the leadership team was to transition each person’s own team into a start-up scenario, where they would not disempower the juniors by jumping in and “saving” them. Instead, the leadership team matured enough to allow their juniors to act in the workplace with a measure of freedom.

Lockstep is now two years down the line as this tech company’s leadership partner and five changes have been noted:  

  1. Team members who weren’t comfortable in the structure resigned and left;
  2. Those who were culturally aligned with it stayed on and thrived;
  3. Individual teams began to take official responsibility for their mandates;
  4. Teams became agile at responding to the needs of their people and their clients; and
  5. The entire business became more efficient at responding to customer demands.

Send us an email to if your organisation is busy expanding and you need support with your leadership teams.

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