Our company was born digital, with eight very strong managers that covered the entire structure, each with the capacity to make decisions and prioritize on their own, according to their objectives. We noticed that as Ixpandit Fintech Factory grew, the market became more competitive, and this way of making decisions made it difficult for us to adapt quickly to the changing demands of the market and customers.
There were eight managers proposing and making decisions from their point of view. For example, if Risk management proposed something, and this affected IT management, a conflict in decision-making and a bottleneck was generated. So, in order to compete in this market and be efficient in execution, we needed a system that would help us prioritize better. So naturally we build work cells where there is a person who leads (Project leader), who proposes what is done and when, with resources dedicated to this task, while management becomes the how.
The work cell methodology serves to make decision making more effective, improve work processes and obtain a real assessment of compliance with the programmed objectives.
