Balancing Structure and Flexibility in Enterprise Agility

If you’ve ever tried to bring agility into a large organization, you’ve probably heard some version of this phrase: “That’s not how we do it here.”

I’ve heard it too—sometimes from leaders clinging to well-established processes, and other times from teams overwhelmed by too much change too fast. And honestly, I get it. Structure brings stability, while flexibility fuels innovation. The real challenge? Figuring out how to balance the two without falling into chaos or stagnation.

John Kotter’s book?That's Not How We Do It Here!?Tells the familiar story of a meerkat colony struggling to adapt to change. The story is a perfect metaphor for what happens in real organizations—some want to stick to the old ways because they’ve worked before, while others see the need to experiment and innovate. The question is:?How do we make both work together?

Here are some practical lessons I’ve learned (sometimes the hard way) about balancing structure and flexibility in an agile world.

Stability is Great... Until It Isn't

In the book, the meerkats had an impressive system—clear roles, structured processes, and ways of doing things that worked for years. Sounds familiar, right? It’s the same in our organizations: structure helps things run smoothly. It gives people clarity, consistency, and a sense of security.

But here’s the catch: when the environment changes—shifting market demands or new competitors—those same structures can hold us back. I remember working with a team that was so tied to their “process” that they missed an opportunity to pivot when a major customer requested a faster, more personalized solution. Their response? “That’s not how we do it.”

What I’ve learned:

• The structure provides stability, but it needs to evolve with the business.
• Regularly review your processes—if they’re slowing you down instead of supporting you, it’s time to adapt.
• Don’t be afraid to challenge the status quo; sometimes, it’s the only way forward.

Flexibility Can Get Messy Without Direction

On the other hand, the book introduces a group of meerkats who thrive on flexibility and innovation. They experiment, move fast, and adapt quickly. In real life, I’ve seen this in startup teams—there’s excitement, creativity, and no shortage of ideas. But without some structure, things can spiral out of control pretty quickly.

I once joined a project where “flexibility” meant constant changes, no clear ownership, and way too many moving parts. The result? Missed deadlines, confused teams, and frustrated customers. Flexibility without direction can feel more like chaos than agility.

What I’ve learned:

• Flexibility needs guardrails—set boundaries while allowing room for experimentation.
• Align teams on clear goals and priorities, so they know what they’re working toward.
• Encourage innovation, but keep it focused—random ideas without purpose don’t help anyone.

The Secret? A Balance of Both

The biggest takeaway from That's Not How We Do It Here! is that organizations need both structure and flexibility. The trick is knowing when to lean on structure and when to embrace change. Kotter introduces the idea of a dual operating system, which means running two systems in parallel—one for stability (keeping the business running) and one for agility (exploring new opportunities).

I’ve seen this work when organizations:

• Keep their core operations running smoothly while experimenting with agile ways of working in smaller teams.
• Create “innovation labs” within structured businesses to test new ideas without disrupting daily operations.
• Empower teams to make decisions within set guardrails while keeping leadership focused on strategic direction.

It’s not about choosing one over the other—it’s about letting them work together.

Leadership Sets the Tone

At the end of the day, the success of balancing structure and flexibility comes down to leadership. If leaders are stuck in their old ways, the organization won’t change. But if they embrace adaptability while maintaining the right level of control, the culture shifts.

I once worked with a leader who genuinely embraced agility—she was willing to experiment with new ways of working while ensuring the team stayed focused on delivering value. Her approach?

• Encouraging open communication and feedback.
• Allowing teams to own their decisions.
• Recognizing that agility isn’t a one-size-fits-all solution—it needs to be tailored to the team’s reality.

What I’ve learned:

• Leaders need to be flexible themselves—if they resist change, so will their teams.
• Leading by example is key—showing adaptability and openness encourages others to do the same.
• It’s not about controlling every detail, but about creating an environment where people feel empowered to take ownership.

Practical Steps to Get the Balance Right

If you’re looking to strike the right balance between structure and flexibility, here are a few things that have worked for me:

1. Start small. Don’t try to overhaul everything at once. Pick one area where agility can bring quick wins without disrupting core operations.
2. Create space for experimentation. Set aside resources, budget, or even dedicated teams to test new ideas without fear of failure.
3. Simplify where you can. Remove unnecessary processes that add complexity but don’t add value.
4. Listen to your teams. They often have the best insights on where structure is helpful and where it’s holding them back.
5. Make learning a habit. Regularly review what’s working and what’s not, and be willing to adjust.

Final Thoughts: Embrace the Messy Middle

Finding the right balance between structure and flexibility isn’t easy—it’s an ongoing process. Some days, it feels like everything is working perfectly; other days, it feels like you’re just making it up as you go. And that’s okay.

The key is to stay open, experiment, and remember that agility isn’t about abandoning what works—it’s about adapting to what’s next. If you’re willing to challenge the way things have always been done, while still holding onto what makes your business strong, you’re on the right track.

And the next time someone says, “That’s not how we do it here,” you can smile and say, “Maybe it’s time to try something new.”