Unveiling self-management at Agile Six

At Agile Six, self-management isn't merely a concept—it's a core value that shapes our culture and drives our success. But what does self-management actually mean in practice?

Beyond flat hierarchies

Self-management isn't about eliminating all structure. It's about pushing decision-making authority to the people closest to the work. Instead of waiting for approvals from layers of management, our teams are empowered to make decisions themselves.

This doesn't mean chaos. We have clear roles, defined processes, and accountability mechanisms. But we trust our people to use good judgment, and we give them the context they need to make good decisions.

How it works in practice

At Agile Six, self-management shows up in many ways:

• Advice process: Anyone can make any decision, as long as they seek advice from people with relevant expertise and those who will be affected.
• Distributed budgets: Teams have authority to spend within defined parameters without seeking central approval.
• Self-directed learning: People choose their own professional development paths and manage their own growth.
• Transparent information: We share financial, strategic, and operational information openly so everyone can make informed decisions.

The challenges

Self-management isn't easy. It requires high levels of trust, strong communication, and people who are comfortable with ambiguity. Not everyone thrives in this environment.

We invest heavily in coaching and support to help people develop the skills self-management requires—giving and receiving feedback, making decisions under uncertainty, resolving conflicts without escalation.

Why we believe in it

We believe self-management leads to better outcomes—for our people, our clients, and our mission. When people have autonomy and ownership, they're more engaged, more innovative, and more effective. That's the kind of company we want to be.