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The use of agile strategies to give companies more flexibility and the ability to anticipate change in their environment can take the form of informal, flat, horizontal structures with goal-oriented leadership and decentralized control. In such structures, it is not uncommon for people with different skill levels and profiles to be integrated into small multidisciplinary teams. The aim of our paper is to investigate whether the decision to separate employees from their peers by integrating them into these multidisciplinary teams negatively affects fair recognition at work. At TelcoPlus (fictitious name), a telecommunications company beginning to implement its agile strategy, we conducted a qualitative study based on observational participation followed by thirty-two interviews. Our results show that, in this context, employees experience different feelings in terms of recognition and inequity.