Once the strengths of a company have been identified, it is important to focus on the flexibilizing and dynamic elements: These must be promoted or even considered permissible for the time being. Only then should further measures be introduced to create an agile organizational structure. An important step is the establishment of decentralized responsibilities and flat hierarchies. It enables employees of an organization to meet at eye level. It also gives them the necessary room for manoeuvre to work faster in a self-organized manner and make more flexible decisions. This requires trust and the willingness to empower employees to think entrepreneurially. In complex social organizations, multidisciplinary teams that cover the entire customer value chain are more successful than individuals. This cross-departmental collaboration promotes both transparency and the flow of communication within the company. Employees who no longer have to follow hierarchical structures, know the “whole picture” and are also guided by a common vision and shared values, know how to make decisions in the interests of the company. Are agile forms of organization such as squods, chapters or swarms also helpful for your company?