HybridAlternativeManagementModelCompanies.xlsx
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NrNAMECountryIndustryHeadquarterssize of companyDominant Paradigm (Reinventing Organisations)Rating by EmployeesSome Keypoints to the Management Model
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12b AHEAD ThinkTankGermanyProfessional, scientific and technical activitiesLeipzig, Germanysmall4.4* Change of corporate culture by redesign of the workplaces
* Let people freedom to experiment with their own rituals and routines
* Culture of praising: praises for colleagues are collected in a box and read aloud during the weekly plenary assembly of all employees
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2ACNV-BFBelgiumHuman health and social work activitiesFloreffe, BelgiummicroHolacracy
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3adidas Learning CampusGermanyManufacturing
Herzogenaurach, Germany
largeorange
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4AdScale LaboratoriesNew ZealandInformation and communicationChristchurch, New Zealandmedium-sizedHolacracy
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5AESUSAElectricity, gas, steam and air conditioning supplyArlington, USAlargeorange3.7* Corporate responsibility: estimated 58% below permitted emission levels; tree planting and preservation program: planting enough trees to offset the carbon dioxide emissions from its power-generating facilities
* Decentralized corporate culture that gives employees responsibility for most all aspects of business management
* Frequent and intensive cross-training, role rotation, and finance education for everyone are the rule
* No more than three layers of management separates an AES entry-level employee from the firm’s plant supervisor
* Each power-generating facility is responsible for its own affairs: there are no company-wide departments for finance, human resources, operations, purchasing, or public relations
* The few company officers assigned to these areas act typically as distant in-house advisors to the plant project management team responsible for a given project rather than as more conventional hands-on corporate facilitators
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6afcaSwitzerlandInformation and communicationZollikofen, Switzerlandsmallteal2.8Holacracy
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7ahlsellSwedenWholesale and retail tradeStockholm, SwedenlargeDecentralized decision-making with profit centres that work independently towards the Group's financial goal
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8AldiGermanyWholesale and retail tradeGermanylargeorange3.2* No more than three layers of management separates an employee from the company's CEO
* Decentralized structures
* Beyond budgeting
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9Allsafe JungfalkGermanyManufacturingEngen, Germanymedium-sizedgreen4.6* One piece flow
* Fokus auf Kunden und Mitarbeiter, aber ohne klassische Strukturen.
* Mitarbeitern die Entscheiden dürfen und sollen, aber ohne klassisches Berichtswesen.
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10ARCAUSAInformation and communicationMebane, USAmedium-sizedteal3.4Holacracy
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11B'IMPRESSGermanyInformation and communicationGreater Munichsmallgreen
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12BasecampUSAInformation and communicationChicago, USAmedium-sizedgreen* Each employee gets a corporate credit card: no processes for expense permissions or individual cost controlling --> each employee cares even more severe on expenses
* Holidays can be taken when and how long each employee thinks they are needed
* Team lead change every week to make sure that everybody understands that there are several ways to do work and that everybody gets the chance to try out his/her own ideas
* Everybody is free to live and work wherever they want
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13Belgian Federal Public Social Security ServiceBelgiumPublic administration and defense; compulsory social security
Brussels, Belgium
largeorange
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14Biocoop BeetleFranceAccommodation and food service activitiesParis, Francelarge* Biocoop beetle is managed by a Cooperative Board and a Supervisory Board
* Cooperators are represented by a Supervisory Board , whose members are elected at the annual general meetings of shareholders. Each council member is elected for 4 years
* Customers can become cooperators by buying a share (30EUR)
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15BlinkistGermanyInformation and communicationBerlin, GermanysmallgreenHolacracy
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177Bogota Beer Company
(AB InBev)
ColombiaManufacture/Beverage
Bogota, Colombia
largeorangePreviously operated with self-organisation and followed the values of its Stakeholders (written manifesto). Unfortunately since the company merged with AB InBev, it returned to bureaucratic management practices.
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16bol.com
The Netherlands
Wholesale and retail tradeUtrecht, The Netherlandslarge4.3Holacracy
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17Boldly go IndustriesGermanyInformation and communication
Frankfurt, Germany
smallgreen4,2Switched to sociocracy
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176Broil KingUSAManufacturing
Waterloo, Ontario, USA
largegreen* Self-organisation
* Profit-sharing among colleagues
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18BSI Business System IntegrationSwitzerlandInformation and communicationBaden, Switzerlandmedium-sizedgreen4.8* No management
* Project-based organizational structure
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19Buddhist GeeksUSAProfessional, scientific and technical activitiesAsheville, USAmicroHolacracy
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20Business School LausanneSwitzerlandEducationChavannes, Switzerlandmedium-sizedgreenHolacracy
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21Buurtzorg
The Netherlands
Human health and social work activitiesAlmelo, The Netherlandslargeteal* Nurses work in teams of 10 to 12, being in charge of all the tasks (e.g. organization, planning, administration, renting offices, which doctors or pharmacies to work with, how much time they spend with a patient and how often, meeting structure, training, performance mgmt.)
* There are no team leaders or middle management: teams are self-governing and self-organizing; important decisions are made collectively
* All new recruits take a "Solution-Driven Methods of Interaction" training course
* There are no detailed role descriptions, performance indicators or targets: nature of nursing requires constant shifting and flexibility
* Issue solving or decision-making is supported by facilitators and regional coaches
* Bare minimum staff functions: no HR department, but few people working at headquarters with strong ethos of service to the teams of nurses
* When large groups are affected by a decision, email or the intranet is used to collect input and advice
* Result: Savings for the Dutch social security systems close to EUR2 Billion every year: by the self-defined care system of Buutzorg ("neighborhood care") patients stay in care half as long and heal faster
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22Café ZähringerSwitzerlandAccommodation and food service activitiesZurich, SwitzerlandsmallgreenSelf-governed restaurant: staff is part of executive management
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23Center for Human Emergence
The Netherlands
Professional, scientific and technical activitiesUtrecht, The NetherlandssmallHolacracy
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24ChronoflexFranceManufacturing
Saint-Herblain, France
largegreen
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25Colman Knight Advisory GroupUSAProfessional, scientific and technical activitiesLane Carlisle, USAmicroHolacracy
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26Concept7
The Netherlands
Information and communicationThe NetherlandssmallHolacracy
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27Conscious BrandsCanadaProfessional, scientific and technical activitiesCalgary, CanadamicrotealHolacracy
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28CreaffectiveGermanyInformation and communication
Munich, Germany
microgreen
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29CrispSwedenProfessional, scientific and technical activities
Stockholm, Sweden
smallteal4* No managers, no hierarchy, no CEO, use of advice process & conflit resilution process, Read more at dna.crisp.se
* Self-set salaries
* Employee owned
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30DarkhorseGermanyInformation and communicationBerlin, GermanysmallTealhttp://intrinsify.me/profil-intrinsifier/items/id-78-dark-horse-gmbh.html
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31David Allen CompanyUSAProfessional, scientific and technical activitiesOjai, USAsmallteal4.3Holacracy
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32DaVitaUSAHuman health and social work activitiesDenver, USAlargegreen3.2* 2.000 communities organized as a company
* "One for All, and All for One! We work together, sharing a common purpose, a common culture and common goals. We genuinely care for and support, not only those to whom we provide care, but also those with whom we work shoulder-to-shoulder. We work together to pursue achieving our Mission."
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33Deutsche Kammerphilharmonie DresdenGermanyArts, entertainement, recreation
Dresden, Germany
medium-sizedteal
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34Dev BootcampUSAEducationSan Francisco, USAsmall4.4Holacracy
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35Die WertschätzerGermanyProfessional, scientific and technical activitiesMainleus, GermanymicroHolacracy
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36Diet DoctorSwedenProfessional, scientific and technical activities
Stockholm, Sweden
microgreen
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37Digital NativesHungaryInformation and communication
Budapest, Hungary
smallgreen* No hierarchy
* Autonomus teams
* Strategy emgerges from the organisation
* Strong self-management culture
* Continuous self-development
* Roles instead of job titles
* Transparency: books, decision making
* Everydody can come up with new initiatives / proposals
* Collective intelligence and wisdom to make decisions
* Strong personal relationships, trusted circles
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38dm-drogerie marktGermanyWholesale and retail tradeKarlsruhe, Germanylargegreen3.6* Beyond Budgeting
* Founder Werner: "The employee is the most important customer."
* Decentralized structures: each branch is based on self-responsibility and self-control
* Each branch decides independently on range, rosters, the supervisors, and salaries
* Dialogic leadership based on understand and respect
* Employees are not seen as personal costs but as creative assets
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39DoctuSoftHungaryInformation and communicationBudapest, HungarysmalltealHolacracy
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40Downtown ProjectUSAReal estate activitiesLas Vegas, USAlargeHolacracy
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41Egon ZehnderGermanyProfessional, scientific and technical activitiesBerlin, Germanylarge3.3* Beyond Budgeting
* Empowerment of employees: believing in the selfless of goodness of people
* Collaboration culture: equality, collegiality, non-competitive internal sharing and non-hierarchical organizational structures
* no individual incentives systems; bonuses based on overall result
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42elbdudlerGermanyProfessional, scientific and technical activities
Hamburg, Germany
medium-sizedgreen
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43EMPAUAGermanyInformation and communicationBerlin, Germanysmall4.6* Organizational democracy
* Self-government
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44EnBWGermanyElectricity, gas, steam and air conditioning supply
Karlsruhe, Germany
largeorange
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45Energized.org
The Netherlands
Professional, scientific and technical activitiesAmsterdam, The NetherlandsmicroHolacracy
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46EnspiralNew ZealandOther service activitiesWellingtonlargegreenPrinciples: Collaboration, autonomy, transparency, diversity, entrepreneurialism, non-hierarchy,
Collaborative Decision-Making
Collaborative Funding
Different levels of engagement from foundation to contributors (decision-makers) to network members
collaboration spaces online and offline (e.g. co-working hubs and retreats)
more http://enspiral.com/network-overview/ and Enspiral Handbook of practices: http://handbook.enspiral.com/
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47EpagesGermanyInformation and communication
Hamburg, Germany
medium-sizedorange3.5Flat hierarchie
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48Ergon Informatik AGSwitzerlandInformation and communicationZurich, Switzerlandmedium-sizedgreen4.8* Merit system in compensation
* Profit is shared among employees
* Flat hierarchies and little formal structures
* Employee empowerment and veto power in every decision-making
* Constant teams, which undertake projects on their own responsibility
* Transparent salary and bonus system
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49euforiaSwitzerlandHuman health and social work activitiesGeneva, SwitzerlandsmallHolacracy
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50Evangelische Schule Berlin ZentrumGermanyEducationBerlin, Germanymedium-sizedgreen* Self-managing students, teachers and parents
* Founding principles: all children are unique, all have talents to contribute, they are valuable, valued, and needed
* Students is given full responsibility for their learning; they teach themselves and each other, but there are clear expectations of what is expected at the end of the year
* Adults are mostly mentors and coaches and only act as teachers in the traditional sense when needed: they offer encouragement, counsel, praise, feedback, and challenge
* Teachers are self-managing too, forming mini-schools of three classes with two teachers each, making almost all decisions without any approval from the principal
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51Evolutionary Organisations
United Kingdom
Professional, scientific and technical activities
London, United Kingdom
smalltealLeveraging Teal-UTheory-AoH
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52Evolving Organisation
United Kingdom
Professional, scientific and technical activitiesUnited KingdommicrotealHolacracy
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53Farbenwerke WunsiedelGermanyManufacturingWunsiedel, Germanymedium-sized* Possibility Management
* Galaxie-Struktur statt Hierarchie
* Rapid Learning Modell
* Aufgabenpool
* Ideefix
* Widerstandsmessung
* Possibility Teams
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54FAVIFranceManufacturing, AutomotiveHallencourt, Francelargeteal* Self-managing organization: fully autonomous and responsible teams
* No detailed budgets or sales targets
* Colleagues are free to spend any money they deem necessary without approval from above
* Highly customer service oriented
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55FinanceFoxSwitzerlandInformation and communicationZurich, Switzerlandmedium-sized3.7Holacracy
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56FindasenseSpainInformation and communicationMadrid, Spainlarge4.2Holacracy
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57FitziiCanadaProfessional, scientific and technical activities
Toronto, Ontario, Canada
smallteal* No managers, no hierarchy, heavy use of advice process
* Self-set salaries and peer performance reviews
* Many wholeness practices
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58Flight Centre Travel GroupAustraliaAdministrative and support service activitiesBrisbane, Australialarge*"Our company is our people."
* "Health and Life Balance": HealthWise Global delivers high quality health, wellbeing and lifestyle programs
* "MoneyWi$e": providing personal financial and investment advice (most services are free)
* "We believe our people have the right to belong to a Team (family), a Village, an Area (tribe) and Nation (hierarchy) that will provide them with an exciting future and a supportive working community. They also have the right to see a clear pathway to achieving their career goals. Promotion and transfers from within will always be our first choice."
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175FLOW Foundation
United Kingdom
Leadership & Innovation
London, United Kingdom
smalltealLeveraging Teal-UTheory-AoH-beyond
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59foryouandyourcustomersSwitzerlandInformation and communicationZurich, Switzerlandmedium-sized4.8
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60Freedom Within
United Kingdom
Professional, scientific and technical activities
nr Inverness, Scotland
microtealFreedom Witihin is the organizational structre for addressing the question: what does it take to trigger the quantum shift in individual and collective consciousness by 2022?
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61Future LogicAustraliaInformation and communicationPerth, Australiamedium-sizedHolacracy
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62ginettaSwitzerlandInformation and communicationZurich, Switzerlandsmall* 20% work time for own/internal projects
* Personal budget to attend further training and conferences around the world
* Annual working time and flexible holiday scheme
* Provide an environment that contributes to the well being and satisfaction of everyone: "We place great value on encouraging and supporting each employee’s individuality and creativity."
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63GoogleUSAInformation and communicationMenlo Park, USAlargeorange4.4* Informal work environment, generous perks
* 70/20/10 rule: 70% of work amount spent on assigned projects, 20% for individual core projects & idea, 10% for new ideas employees want to pursue
* Rapid prototyping
* Beyond Budgeting
* "Adult Supervision" of the two founders: combination of profound experiences with values and aspirations of generation Y
* Innovation approach: developers are encouraged to come up with project ideas, market-based principles ensure funding, teams self-form around best ideas
* Hiring & management policies: leadership-style of consistency and fairness, formal education qualifications are not paramount, but to be excited to learn
* Required qualities of Google's managers: Be a good coach, Empower your team and don't micro-manage, Express interest in employees' success and well-being, Be productive and result-oriented, Be a good communicator and listen to your team, Help your employees with career development, Have a clear vision and strategy for your team, Have key-technical skills, so you can help advise your team
* "Laissez Faire" leadership-style: workers are given freedom to decide their own deadlines of the project, the project work and areas of improvement
* Providing a very broad definition of the company goal and leave the implementation entirely to the employees: care is taken to highlight the benefits to the customers and society at large rather than to the company
* Instead of setting goals, the management helps their employees meet the objectives that the employees set for themselves based on goals with a quarterly timeline
* Employees are allowed to change the parameters of their jobs when needed (better ways to do a job)
* High corporate transparency: almost every employee has access to almost any managerial meeting
* Controlling through shared vision: employees set and maintain their own standards
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64GrantTree
United Kingdom
Professional, scientific and technical activitiesLondon, United Kingdomsmallteal- Advice process, including for pay (anyone can seek advice and then adjust their own pay).
- Complete transparency of all business information, including salaries, dividends, etc.
- No "dismissal" process - instead, a "Focused mentoring" process to support the person into improving whatever the performance (or other) problem might be.
- No hierarchical authority: there is no process by which someoen can tell someone else what to do or what not to do. Each person is encouraged to make their choices freely (while seeking advice, of course).
- Focus on communication and empathy skills both at the interview stage and during employment.
- Completely flexible time: work from wherever you want, adjust your hours depending on circumstances, etc. No need to justify deciding to work from home on the day, for example.
- Working on being more remote-work friendly. Several people working from other countries but the infrastructure to support it still needs work.
- Equal-share, yearly bonus scheme. No commissions system for sales.
- About to launch a share plan that all team members will be able to participate in equally.
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65Haier GroupChinaManufacturingQuingdao, Chinalarge2.7* Strategy: user-centered ecosystem for co-creation and winning together to add value for all stakeholders
* Organizational structure: open node distributed on the Internet and networked organization: employees became entrepreneurs and dynamic partners
* Innovation management: self-evolution of leading goals through the exploration into nonlinear management
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66HandelsbankenSwedenFinancial and insurance activitiesStockholm, Swedenlargegreen3.5* Oblique goals
* Beyond budgeting
* Business model: decentralized and customer-focused
* Branches set locally adapted priorities with respect to their customer categories and product areas
* Short decision-making channels
* Work is project-oriented
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67happy
United Kingdom
EducationLondon, United Kingdommicrogreen* Managers were re-labeled as coordinators
* Managers were then coordinators, coaches and sponsors rather than fulfilling the traditional managerial role
* Happy's training manager is elected to the role and has no direct line management responsibilities: her job is to see the big picture on the training department and to take care of large scale projects
* In recruiting Happy never asks for qualifications and does not advertise job opportunities
* 2.5 hour selection process, people are sent to a training and then discuss together on the training and then they actually have to train itself (CVs have not even been looked at at this moment)

Principles of Happy Management:
* People work best when they feel good about themselves
* Give people freedom ... With clear principles
* Feedback is crucial to job ownership
* The customer comes second
* Peer appraisal for managers
* Systems not rules
* Requests for funding are pre-approved
* Recruit for attitude, train for skill
* Celebrate mistakes
* Trust-based organization
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68Happy Melly
The Netherlands
Information and communicationThe Netherlandssmallgreen* Coordination based on self-organization
* Leader (top manager) is elected by the funders
* Compensation for work is decided by the employees (funders)
* Principles of management 3.0
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69Harley DavidsonUSAManufacturingMilwaukee, USAlargeorange
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70Haufe-umantisSwitzerlandInformation and communicationSwitzerlandmedium-sizedorange3.8* creator of new operating systems approach - Haufe quadrant
* democratic corporate culture
* all leaders and managers are elected (even CEO and Chairman)
* continous peer to peer feedback
* democratic decision processes
* team recruiting
* happiness index driven
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71HCL TechnologiesIndiaInformation and communicationNoida, Indialargegreen3.1* 360° feedback model including top and middle management: results are made transparent to everyone
* Oblique goals
* "Employees first, customers second" approach based on trust, flexibility and transparency
* "Value portal": each employee is encouraged to submit ideas for providing greater value to clients --> ideas are visible to clients, who can seize upon them
* Wisdom in the crowd (organizational democracy)
* Employees are motivated less with compensation and more with participation
* Concept of value points: all employees vote for which of their colleagues were creating the most value for the organization: top performers are recognized and celebrated
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72Hengeler MuellerGermanyProfessional, scientific and technical activitiesMunich, Germanymedium-sized2.7* Each employee has equal status irrespective of field of work, realized turnover or location
* Lock-step system: evenly - according to service years - staggered profit distribution
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73Herman MillerUSAManufacturingZeeland, USAlarge4.0* Health and well-being: culture supporting and encouraging employees and their families to take care of their health (health risk assessments, biometric screening, routine physical)
* Lean manufacturing processes
* Digital, real-time transactions between Herman Miller and its suppliers
* Performance indicator, measurement, and compensation system called "Economic Value Added" (EVA): shift from budget performance to long-term continuous improvements and the creation of economic value
* Former CEO Max Depree wrote two books, describing leadership and employee engagement @ Herman Miller: "Leadership Is an Art" and "Leadership Jazz"
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74hhp BerlinGermanyProfessional, scientific and technical activitiesBerlin, Germanymedium-sizedgreen
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75HiltiLiechtensteinManufacturingSchaan, Liechtensteinlargeorange3.3* Lean management not only in manufacturing or service departments, but also in finance department
* Beyond budgeting
* Simplification of corporate headquarters supporting decentralized business units and market organizations
80
76HolacracyOneUSAProfessional, scientific and technical activitiesSpring City, USAsmallteal5.0Holacracy
81
77iGi PartnersFranceProfessional, scientific and technical activitiesGoussonville, FrancemicrotealHolacracy
82
78IKEASwedenWholesale and retail tradeMalmö, Swedenlarge3.9Beyond budgeting
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79Ikigai
United Kingdom
Professional, scientific and technical activitiesNorthampton, United Kingdommicroteal* People over processes and tools, always
* BE Agile
* Transparency by default (Includes Open Pay)
* Open, Transparent communications
* No managers, roles, teams, guidance
* Experiment and fail
* Self-Organising team, no management or title
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80Independents UnitedUKInnovationLondon, Englandsmallgreen*Self-organisation (similar to holacracy)
*Ownership (most members of organisation are co-founders )
* Learning
http://iu-hq.com/our-story/

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81INTER COMESTIBLESSwitzerlandWholesale and retail trade
Zurich, Switzerland
medium-sizedgreen* democratic process
* owned by employees
86
82Interpolis
The Netherlands
Financial and insurance activitiesTilburg, The Netherlandslarge* Employees do not have to clock in.
* Employees can work wherever and from wherever they want.
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83InVisionGermanyInformation and communicationDusseldorf, Germanymedium-sizedwe are different3.5* no management
* no hierarchy
* no titles
* flat organization
* self-organizing teams
* agility
* openness
* work-life balance
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84IRIZARSpainManufacturingOrmaizteg, SpainlargeCooperation following most Mondragon principles
89
85it-agile GmbHGermanyInformation and communication
Hamburg, Germany
smallgreen4.6- >60% owned by employees
- constantly evolving through experimentation, heavily influenced by sociocracy and betacodex
90
86JohnsonvilleUSAManufacturingSheboygan Falls, USAlarge3.6Motivation is based on social drivers ("we work as a team, we win as a team")
91
87Joie-de-Vivre HotelsUSAAccommodation and food service activitiesSan Francisco, USAlarge3.5* Work is based on creating purpose: "developing dreams"
* Before profits, there are other priorities such as developing a strong company culture with proper and solid values; empowering employees; enhance leadership; provide higher value to customers; and reinforce the relationship between suppliers and the Community

Strategic heart:
1. Create a unique corporate culture
2. Build an enthusiastic staff
3. Develop strong customer loyalty
4. Maintain a profitable and sustainable business
92
88Kahler Financial GroupUSAProfessional, scientific and technical activitiesRapid City, USAmicroHolacracy
93
89KaospilotsSwitzerlandEducationBerne, Switzerlandsmallgreen5.0* Students co-determine curriculum and co-develop the management school itself
* Strongly practice-oriented: student are responsible for a number of projects
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90Lab.CoopHungaryInformation and communicationBudapest, HungarysmallorangeHolacracy
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91LegoDenmarkManufacturingBillund, Denmarklarge4.0* Beyond Budgeting
* Oblique goals
96
92LiipSwitzerlandInformation and communicationFribourg, Switzerlandmedium-sizedgreen3.8Holacracy
97
93LINDIG FördertechnikGermanyAdministrative and support service activities
Eisenach, Germany
large
98
94Linux FoundationUSAInformation and communicationSan Francisco, USAlarge5.0* Collaborative projects that harness the power of collaborative development to fuel innovation across industries and ecosystems with over 600 members
* Open source projects are supported by the foundation providing back-office, technical infrastructure, and ecosystem development services
* Based on a community of individuals and companies focused on creating added value products and services
* "It is a better, faster and cheaper way to bring real innovation into the market."
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95LivitIndonesiaInformation and communicationBali, Indonesiasmall4.9Holacracy
100
96MaestroConferenceUSAInformation and communicationOakland, USAsmallHolacracy
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