Capra Consulting, a Norwegian IT consultancy, underwent a reorganization to address challenges in communication and decision-making brought about by growth. At 50 employees and a hierarchical organizational model, we wanted to mitigate the risks of reduced employee participation in our operation and reduced autonomy that might come with growth. We sought inspiration from the Team Topologies book to create a networked organizational structure that emphasized employee engagement, autonomy, and flexibility. By dissolving the Top Management Group and introducing specialized teams, we fostered distributed decision-making and collaborative problem-solving.