Teal Organizations Liste_AlternativeManagementModelCompanies.xlsx
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Company nameGCountryIndustryHeadquarterssize of companyDominant Paradigm (Reinventing Organisations)Rating by EmployeesSome Keypoints to the Management Model
147
AESUSAElectricity, 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
148
ARCAUSAInformation and communicationMebane, USAmedium-sizedteal3.4Holacracy
149
BasecampUSAInformation 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
150
Broil KingUSAManufacturing
Waterloo, Ontario, USA
largegreen* Self-organisation
* Profit-sharing among colleagues
151
Buddhist GeeksUSAProfessional, scientific and technical activitiesAsheville, USAmicroHolacracy
152
Colman Knight Advisory GroupUSAProfessional, scientific and technical activitiesLane Carlisle, USAmicroHolacracy
153
David Allen CompanyUSAProfessional, scientific and technical activitiesOjai, USAsmallteal4.3Holacracy
154
DaVitaUSAHuman 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."
155
Dev BootcampUSAEducationSan Francisco, USAsmall4.4Holacracy
156
Downtown ProjectUSAReal estate activitiesLas Vegas, USAlargeHolacracy
157
encode.orgUSAOther service activitiesGlobal Virtualsmallteal"For-Purpose Enterprise" with Holacracy as operating system, embedded in the legal operating agreement of a US LLC in Nevada. Members are partners and investors. Providing legal, financial and social templates for self-organized enterprises.
158
GoogleUSAInformation 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
159
Harley DavidsonUSAManufacturing
Milwaukee, USA
largeorange
160
Herman 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"
161
HolacracyOneUSAProfessional, scientific and technical activitiesSpring City, USAsmallteal5.0Holacracy
162
JohnsonvilleUSAManufacturingSheboygan Falls, USAlarge3.6Motivation is based on social drivers ("we work as a team, we win as a team")
163
Joie-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
164
Kahler Financial GroupUSAProfessional, scientific and technical activitiesRapid City, USAmicroHolacracy
165
Linux 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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MaestroConferenceUSAInformation and communicationOakland, USAsmallHolacracy
167
MediumUSAInformation and communicationSan Francisco, USAmedium-sized4.8Recently dropped Holacracy in favour for less rigidity.
168
Morning StarUSAManufacturingWoodland, USAlargeteal3.3* Self-management: professionals initiate communication and coordination of their activities with fellow colleagues, customers, suppliers
* Working in teams, no management positions, no HR department, no purchasing department
* Colleagues make all decisions (e.g. buying expensive equipment on company funds) provided they have sought advice from the colleagues that will be affected or have expertise
* Roles emerge from a series of one-on-one commitments
* Employees take personal responsibility and hold themselves accountable for achieving the Morning Star mission
* At the end of the year, employees get feedback from the colleagues they took responsibility towards in their role (performance mgmt.)
* Self-set pay: writing a letter to an elected salary committee once a year, containing feedback from the colleagues and a statement why and which amount of a raise in salary is regarded as fair: salary committee decides upon all application letters
169
NetflixUSAInformation and communicationLos Gatos, USAlargeorange3.8* 7 culture aspects: values are what we value, high performance, freedom & responsibility, context - no control, highly aligned - loosely coupled, pay top of market, promotions & development --> "We are a team, not a family"
* Netflix policies for expensing, entertainment, gifts & travel: "Act in Netflix's best interest"
* Employees decide themselves on the amount of holidays they take: 10 days a year or 40 days - in a row or one day off each week
* There are no annual employee reviews

Summary of "Freedom & Responsibility":
1. As we grow, minimize rules
2. Inhibit chaos with ever more high performance people
3. Flexibility is more important than efficiency in the long term
170
NucorUSAManufacturingCharlotte, USAlarge3.3* Freedom to spot problems and solve them on your own
* There are no defined career paths: employees are required to take initiative, provided with the necessary vehicles to do so by the company such as opportunities to enable the employees to reach their goals
* "If one succeeds, the team succeeds and vice versa."
171
Pantheon EnterprisesUSAManufacturingPhoenix, USAsmall4.2Holacracy
172
PatagoniaUSAManufacturingVentura, USAlargeteal4.3* B-Corporation (for-profit companies that explicitly include a social or environmental purpose)
* Patagonia e.g. only works with suppliers with impeccable environmental practices
* Footprint Chronicles": initiative aiming to provide total transparency to the outside world
* Patagonia hosts a Child Development Center for employees' children: children visit their parents' desks or join them for lunch at the cafeteria
173
Pourely PoultryUSAWholesale and retail tradeFremont, USAmicroHolacracy
174
Procter & GambleUSAManufacturingCincinatti, USAlargeorange4.0* Collective wisdom - innovation through partnerships with 15 suppliers, 70 technology entrepreneurs, links to external platforms such as Yourencore, Innocentive, etc.
* "Connect & Develop"
175
PublixUSAWholesale and retail tradeLakeland, USAlarge3.7* Shares profit with its employees
* Employee owned company
* Employees, potentially becoming owners, have to get a broad sense of the business by rotating through its grocery sector, distribution network, and real estate division
176
Red HatUSAInformation and communicationSt. Raleigh, USAlargeorange4* Meritocracy
* Strategy process: eight priority areas are defined by CEO, five months idea generation phase and online chats with CEO, nine strategic priorities emerged - teams fleshed them out - empowered to execute, revisions on on-going basis
* Decision taking is based on collective wisdom
* Creativity, inventiveness, and collaboration are all part of the way: people dream big and act boldly as they extend the reach of open source
177
RHDUSAHuman health and social work activitiesPhiladelphia, USAlargeteal2.8Basic assumptions about people and work:
1. all people are of equal human worth
2. people are essentially good unless proven otherwise
3. there is no single way to manage corporate issues well

* Each program is run by a self-managing team with no job descriptions: teams/units are encouraged to develop their own sense of purpose, pride, and identity
* Units are responsible for their entire operation, from defining a strategy to recruiting and purchasing, from budgeting to monitoring
* Central staff at headquarters is kept to a minimum; specialists act as counsels to the team with the final decision kept in the team
* Teams have team leaders but with no power to impose decisions, incl. hire/fire
* There is no middle management but hub leaders, supporting a number of units as advisors
* Concept of safe workplaces: ground rules that support healthy and productive collaboration

Result: yearly growth rate of 30% on average
178
SAS InstituteUSAInformation and communicationCary, USAlarge4.0* 2nd place in 2015 World’s Best Multinational Workplaces (Best Place to Work(R))
* Organization that routinely demonstrates that their employees matter and are individually valued
* Culture of trust and open communication
* Build on their people’s knowledge and potential
* Benefits: free access to a massive gymnasium featuring tennis and basketball courts, a weight room, and a heated pool; an on-site health care clinic, staffed by physicians, nutritionists, physical therapists, and psychologists also is entirely free; deeply discounted childcare is available, in addition to no-cost "work-life" counseling which helps employees more effectively manage the stresses of everyday life
179
Sounds TrueUSAInformation and communicationLouisville, USAmedium-sizedteal3.5* "Art Salon" as integral part of the company culture: annual event where employees are invited to share artistic passion with his or her colleagues (photographs, paintings, dancing tango) and as basis of an environment supporting to "be a whole person"
* "Inviting our humanity to work": dogs are allowed in the offices and it is not rare for a meeting to take place with two or three dogs lying at people's feet
* Information transparency in internal communications, also related to finances
* Kitchen with a stove where colleagues can cook and share a meal over lunch (no microwaves for short and efficient lunch breaks)

Annually performance appraisal discussions are based on this process:
1. Employees reflect on their own performance and aspirations based on a list of questions.
2. Colleagues add to that picture by giving feedback.
3. Employees reflect on the input and deepen the thinking in a discussion with their manager.
180
SOUTHWEST AirlinesUSATransportation and storageDallas, USAlargegreen4.1* Beyond Budgeting
* Upper management is at the bottom and supports the front line employees (>35000), who are the experts
* Front line employees play a major role in the yearly business planning and operational budgeting which for a great part is done bottom-up rather than top-down
* Southwest Airlines does not put much emphasis on structure; instead, employees are encouraged to think freely without constraints such as titles or official mandates
* Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer resulting in loyalty, dedication, attitude and innovation
* Focus in recruiting is more on behavior than on skills and knowledge: "You must identify those people who already practice the behaviors you are looking for."
* Self-managing teams
181
Sun HydraulicsUSAManufacturingSarasota, USAlargegreen4.2* Self-management: no quality control, scheduling, or time clocks; employees work in natural clusters and self-organize their work to be done
* Project management: project happen organically and informally; engineers are working on several projects in parallel, constantly shifting their priorities; engineers are free to decide how to spend each working day of the week; no one cares to put a timeline on paper or to establish a budget --> project prioritizations are based on the trust to the collective intelligence of the system: the system simply roots out a project that doesn't seem promising or important after all
* CEO participates in projects, leads an initiative, participates in recruitment, mediates conflicts, or meets with clients or regulators to manifest the company's purpose
* No budgets (unless the board demands one: but then only a one-page budget is put together)

Annually performance appraisal discussions are based on these statements (no negative feedback):
1. State an admirable feature about the employee.
2. Ask what contributions they have made to Sun.
3. Ask what contributions they would like to make at Sun.
4. Ask how Sun can help them.

Results (for a manufacturing company): gross margins 32-39%, net income margins 13-18%
182
The Container StoreUSAWholesale and retail tradeCoppell, USAlargeorange3.2* The Container Store's Employee First Fund: provides grants to employees experiencing unforeseen emergencies like a major medical situation, a catastrophic event, or other grave challenges that they are not financially prepared to deal with
* "Employee First culture"
* The company has made Fortune's list of "100 Best Companies to Work For" in each of the past 17 years, through 2016

Extract of foundation principles:
1. 1 Great Person = 3 Good People® (recruitment): passion for teaming up with other highly motivated employees to get the job done using their own individual creative genius
2. Communication IS Leadership®: daily execution of practicing consistent, reliable, predictable, effective, thoughtful, compassionate, and yes, even courteous communication
5. Intuition does not come to an unprepared mind. You need to train before it happens.®: TCS trains full-time employees more than 263 hours in their first year
183
The Integral CenterUSAHuman health and social work activitiesBoulder, USAsmalltealHolacracy
184
TopCoderUSAInformation and communicationIndianapolis, USAlargegreen3.0* Business model: Companies pay TopCoder to have their problems solved for them by the TopCoder community
* Emerging management principles (spontaneous cooperation)
* Motivation based on social drivers (extrinsic & intrinsic)
* Combination of fun, doing things in a social networking or professional networking sense --> prizes, who solves the problem best & creation of heros
185
VALVe CorporationUSAInformation and communicationBellevue, USAlargegreen4.2* Non-hierarchical
* No job titles, no job descriptions
* Employees are encouraged to work on "what interests them and what brings value to Valve"
* Coordination is based on emergence
* Decision making is based on collective wisdom in the form of collective "buy-in"
* Motivation is based on a mix of extrinsic, intrinsic and social drivers
186
W. L. GORE & AssociatesUSAManufacturingNewark, USAlargeteal3.1* Beyond Budgeting
* No traditional organizational charts
* No chains of command, no job titles, no bosses
* Direct communication company-wide (no predetermined channels of communication)
* Teams organize around opportunities and leaders emerge
* Associates (not employees) are hired for general work areas
* With the guidance of their sponsors (not bosses) and a growing understanding of opportunities and team objectives, associates commit to projects that match their skills
* Consultation with other associates before undertaking actions that could impact the reputation of the company
* Empowerment of hands-on innovation
* Highly decentralized teams
* Innovation and experimentation are encouraged, and mistakes are not punished
187
WaTechUSAInformation and communicationOlympia, USAmedium-sized4.0Holacracy
188
Whole FoodsUSAWholesale and retail tradeAustin, USAlargegreen4.0* Safe work environments where motivated team members can flourish and reach their highest potential
* Self-directed teams that meet regularly to discuss issues, solve problems and appreciate each other's contributions
* Increased communication through team member forums and advisory groups, and open book, open door and open people practices
* Practice and advance environmental stewardship (part of the "Declaration of Interdependence")
* Trading partners are regarded as allies in serving the stakeholders based on respect, fairness and integrity
* FORTUNE® magazine's "100 Best Companies to Work For" every year since the list began in 1998
* Autonomy, freedom for expression, being yourself ("you are not just another employee"), empowerment to bring out the best in the employees
189
Wikimedia FoundationUSAInformation and communicationSan Francisco, USAlargegreen3.3* Collective wisdom
* Self-organized
* Community-facing teams
190
WonderWorks ConsultingUSAProfessional, scientific and technical activitiesPacifica, USAmicrotealHolacracy
191
ZapposUSAWholesale and retail tradeLas Vegas, USAlargegreen3.7Initially Holacracy, looking for a new approach.
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