Spark is moving to Agile, a new style of working Managing director Simon Moutter is leading the transition from the front.
Agile was born in the digital era. It began as a way of organising software developers to get tangible results faster.
It is a less hierarchical than traditional ways of running a business. There is a flat management structure. Employees are divided into self-organising multidisciplinary work groups. There's a greater emphasis on skills and outcomes, less focus on job titles and processes. All of this means Agile, and Spark, need a different, modern leadership style.
At Spark there are no longer any general managers or C-level executives. Moutter has what he calls the "lead squad". This is made up of "directors", the term here indicates they set directions. He says: "There is no-one between the lead squad and execution teams. The teams are self-managing and hold themselves to account."
Moutter, who is a panelist at the upcoming PwC Herald Talks, says Agile changes the nature of leadership: "You issue fewer orders and spend more time setting directions. You no longer stand over people telling them what to do. In a hierarchical organisation people are always coming to you for approval before they act. With Agile we allow teams to execute. The leadership role is about deciding where to go next.
