With the onset of digital transformation, there is increasing pressure on companies to develop themselves faster and more flexibly. To do this, business processes have to be continuously optimized. At the Public Insurance Service in Braunschweig, Germany, they were also facing up to the challenge of successively improving their processes following on from the completion of a major IT implementation project. To make things even harder, the affected business processes stretched beyond the confines of system boundaries and, in combination with structures established over a period of decades, these processes were partly preventing necessary, close cooperation between IT and the specialized departments. To meet this challenge, the Public Insurance Service in Braunschweig worked together with Q_PERIOR to develop an agile team organization that was then rolled out, initially in certain pilot departments. Agile team organization combines actually-lived process responsibility with agile approaches. By creating clear structures and responsibilities on the one hand and self-organization and close cooperation between IT and specialized departments on the other, this facilitates focused, motivated and, therefore, productive work on the right things. What impact does this have on daily work? Colleagues from IT and the specialized departments no longer work after each other, they now work with each other.