Many times when I refer to interventions in the organization and structure of a business in the context of the implementation of the performance management strategy model, this takes executives out of their comfort zone and scares them.
They perceive these interventions as huge changes in hierarchy, status and delegation of powers.
To dispel such concerns, I explain below the type of interventions.
Separating “Hierarchy” from “Mode of Operation”
- The hierarchy doesn’t have to change to make the company more agile.
- Agile is about how you communicate, collaborate, make decisions, and execute, not the organizational
- So the change happens in meetings, workflows and the determination of KPIs and OKRs and not in titles and positions.
Introduction of short, frequent, fast work cycles (sprints)
Without changing any position or section:
- Each department keeps its hierarchy (Manager → Supervisor → Team).
- But we’re introducing 15–20-minute weekly sprint meetings for:
- Progress check-in
- Clearing priorities on the basis of OKRs
- Making Small Quick Decisions
- Removing obstacles
Sprint is the tool that makes the hierarchy faster, not “flatter”.
Planning and executing these sprint meetings is of paramount importance. I have participated in many meetings of this kind in businesses which were completely ineffective and discouraging for the participants.
Cross-functional collaboration without changing roles
We do not change the structure. But:
- We create small cross-functional task forces for 1–4 weeks.
- Each project team keeps its own supervisor from their department.
- Roles in project teams are operational and temporary, not hierarchical.
Example:
To improve ordering → participants → 1 from Sales, 1 from Logistics, 1 from Finance, without changing the organizational chart.
Shifting responsibility for outcomes closer to the base – not power
The responsibility for:
- KPIs
- OKRs
- Action plans
… is shared at the level of the teams, while:
The final power and evaluation remain with the administration.
Consequently:
- More action down
- Same level of power over
So no one is threatened.
Introduction of transparency and weekly information
Agile needs quick information, not a change of hierarchy.
Consequently:
- Mini dashboards per department
- KPIs are updated every week
- Short direct reports to managers
- Set 3–5 weekly priorities per team
When the information “runs”, the company becomes agile without changing structures.
Empowering Small Decisions within Teams
Without changing anyone’s title:
- Teams can make small operational decisions, not strategic ones.
- These are declared in the weekly sprints and validated by the manager.
This makes the operation faster and more flexible, but:
- Noones role changes.
- The power of managers is not reduced.
Introduction of RACI for clear roles in each project
Agile needs clarity.
The RACI:
- It doesn’t change titles,
- It only clarifies who is Responsible, Accountable, Consulted, Informed.
So conflicts are reduced without any structural change.
Training managers in “Agile Leadership”
Essential: managers are trained to lead fast-moving teams without fear of losing power.
They are trained in:
- Setting weekly priorities
- 20’ sprint meetings
- Decision filtering (what is decided above, what is below)
- Removing obstacles
- Continuous feedback
So, agile doesn’t threaten anyone.
Practical Example of SME (Small-Medium Enterprise)
In an SME of 120 people:
Today (hierarchical)
- Directors → Heads → Teams
- Monthly meetings
- Slow decisions
- Lots of bottlenecks
- Dependency on “2–3 key people”
With agile, without changing hierarchy:
- Each section has a 20′ weekly sprint
- Managers do 1 weekly management sprint
- There are 2–3 task forces for critical projects
- OKRs are updated weekly according to progress and in relation to the contribution to the achievement of KPIs
- Managers remain accountable for performance
The positions remain the same, but the company moves 3x faster and with less pressure.
Conclusion
A hierarchical SME can become more agile without any upheaval, by implementing:
- mini sprints
- Weekly priorities
- Clear and transparent KPIs and OKRs that drive KPis
- Interdepartmental Teams
- RACI
- empowerment of small decisions
- Agile Leadership in Managers
The hierarchy remains.
The way of working is changing.
The company is becoming faster, more agile, and more efficient.
Yiannakis Mouzouris
Strategy and Performance Management
Expert / Business Consultant / Trainer
B.Sc. Mechanical Engineering
M.Sc.Engineering Management, US