170516 Teal Organizations Liste_AlternativeManagementModelCompanies.xlsx
Comments
 Share
The version of the browser you are using is no longer supported. Please upgrade to a supported browser.Dismiss

 
$
%
123
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ABCDEFGH
1
Company nameCountryIndustryHeadquarterssize of companyDominant Paradigm (Reinventing Organisations)Rating by EmployeesSome Keypoints to the Management Model
2
Flight 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."
3
Future LogicAustraliaInformation and communicationPerth, Australiamedium-sizedHolacracy
4
Tele Haase SteuergeräteAustriaProfessional, scientific and technical activitiesVienna, Austriamedium-sizedgreen* No managers
5
Three CoinsAustriaProfessional, scientific and technical activitiesVienna, AustriamicroHolacracy
6
ACNV-BFBelgiumHuman health and social work activitiesFloreffe, BelgiummicroHolacracy
7
Belgian Federal Public Social Security ServiceBelgiumPublic administration and defense; compulsory social security
Brussels, Belgium
largeorange
8
PromonBrazilConstructionSão Paulo, Brazillarge3.5* Belief: "A company is a living organism, an integral part of a social, economic and natural ecosystem with which the company interacts, of which the company is dependent and for whose preservation the company is co-responsible."
* Community based corporation: communities are structured based on knowledge areas --> employees feel being part of a common destiny, of common goals; communities have a soul
* Communities can act independently, deciding on their "own fate"
9
Semco PartnersBrazilManufacturingSao Paulo, Brazillargegreen* Workplace democracy
* Every employee was given access to the books
* Employees set their own work hours and pay levels
* Subordinates hire and review their supervisors
* There are no org charts, no five-year plans, no corporate values statements
* Employees elect corporate leaders
* Shopfloor workers set their own productivity targets and schedules
* Workers made decisions once the preserve ("Domäne") of managers
* Distribution of the profit sharing scheme was determined by employees
* Everyone works in small, self-motivated, self-managed work teams who make their own decisions regarding salary, hiring, firing, and who leads the team for the next six months. There are no managers to involve in the process.
10
PrecisionNutrition PNCanadaHuman health and social work activitiesToronto, Canadamedium-sizedtealHolacracy
11
Conscious BrandsCanadaProfessional, scientific and technical activitiesCalgary, CanadamicrotealHolacracy
12
FitziiCanadaProfessional, 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
13
Plataforma ÁureaChileProfessional, scientific and technical activitiesViña del Marsmallteal4.4* Self organizating structure using Sociocracy 3.0
* Profit of every proyect is shared among employees
* "Green" profit used to leverage what partners want in the organization
* Consent policyes in every circle
* Every partner can bring his/her own personal project to use the platform and experience of the company
* B corporation
* Cultural evolutionary assesments to all the partners to see how are we going to teal and turqoise
14
Haier 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
15
RappiColombiaInformation and communication
Bogota, Colombia
largegreen*operates partially with self-organisation practice
* Organisation emphasises on Organisation Learning
16
Bogota Beer Company (AB InBev)ColombiaManufacturing
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.
17
Social SquareDenmarkInformation and communicationCopenhagen, DenmarksmallHolacracy
18
LegoDenmarkManufacturingBillund, Denmarklarge4.0* Beyond Budgeting
* Oblique goals
19
OticonDenmarkManufacturingCopenhagen, Denmarklargeorange* 1988, CEO Lars Kolind made a turnaround
*He got rid of the formal organization structure and replaced it with a bottom-up model in which teams would self-organize around development projects they wanted to pursue
* Symbolic change to a "paperless" office
* Open desk policy
20
Biocoop 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)
21
ChronoflexFranceManufacturing
Saint-Herblain, France
largegreen
22
FAVIFranceManufacturingHallencourt, 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
23
PoultFranceManufacturing
Montabaun, France
largegreen* A corporate culture fostering autonomy & collaboration
* Flat organizational structure
* Autonomous and responsible teams
* Internal incubators for business projects
24
Saint-Gobain Performance Plastics RencolFranceManufacturing
Courbevoie, France
medium-sizedgreen3.8
25
iGi PartnersFranceProfessional, scientific and technical activitiesGoussonville, FrancemicrotealHolacracy
26
SchindlerhofGermanyAccommodation and food service activities
Nürnberg, Germany
medium-sizedgreen* Reverse hierarchy
27
UpstalsboomGermanyAccommodation and food service activities
Kühlungsborn, Germany
largegreen4.4
28
LINDIG FördertechnikGermanyAdministrative and support service activities
Eisenach, Germany
large
29
Deutsche Kammerphilharmonie DresdenGermanyArts, entertainement, recreation
Dresden, Germany
medium-sizedteal
30
Evangelische 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
31
EnBWGermanyElectricity, gas, steam and air conditioning supply
Karlsruhe, Germany
largeorange
32
Sparda Bank MünchenGermanyFinancial and insurance activities
Munich, Germany
largegreen
33
Parkklinik HeiligenfeldGermanyHuman health and social work activitiesBad Kissingen, Germanylargeorange* Team supervision
* Peer coaching
* Weekly large group reflections
34
SysteliosGermanyHuman health and social work activities
Siedelsbrunn, Germany
medium-sizedgreen
35
B'IMPRESSGermanyInformation and communicationGreater Munichsmallgreen
36
BlinkistGermanyInformation and communicationBerlin, GermanysmallgreenHolacracy
37
Boldly go IndustriesGermanyInformation and communication
Frankfurt, Germany
smallgreen4,2Switched to sociocracy
38
CreaffectiveGermanyInformation and communication
Munich, Germany
microgreen
39
DarkhorseGermanyInformation and communicationBerlin, GermanysmallTealhttp://intrinsify.me/profil-intrinsifier/items/id-78-dark-horse-gmbh.html
40
EMPAUAGermanyInformation and communicationBerlin, Germanysmall4.6* Organizational democracy
* Self-government
41
EpagesGermanyInformation and communication
Hamburg, Germany
medium-sizedorange3.5Flat hierarchie
42
InVisionGermanyInformation and communicationDusseldorf, Germanymedium-sizedwe are different3.5* no management
* no hierarchy
* no titles
* flat organization
* self-organizing teams
* agility
* openness
* work-life balance
43
it-agile GmbHGermanyInformation and communication
Hamburg, Germany
smallgreen4.6- >60% owned by employees
- constantly evolving through experimentation, heavily influenced by sociocracy and betacodex
44
MaibornWolfGermanyInformation and communication
Munich, Germany
medium-sized4.7
45
ooseGermanyInformation and communication
Hamburg, Germany
smallgreen3.9Own OS, few elements from sociocracy and holacracy. It's described in the book "das kollegial geführte Unternehmen"
http://intrinsify.me/profil-intrinsifier/items/oose.html
46
Qudosoft GermanyInformation and communicationBerlin, Germanysmallgreen4.4http://intrinsify.me/profil-intrinsifier/items/qudosoft.html
47
Seibert MediaGermanyInformation and communication
Wiesbaden, Germany
medium-sizedgreen4.4- Kollaboratives Führungsmodell
- Selbstorganisierte, agile Teams (Scrum & Kanban)
- Prozess zur gemeinsamen, kontinuierlichen Unternehmensverbesserung
- keine Hierarchien
48
TWENTY |20GermanyInformation and communication
Langenfeld, Germany
smallteal* Culture based on appreciation, trust and openness.
* Self-Organization without hierarchy. Teams dynamically develop according to product ideas and customer projects
* High level of transparency through open collaboration support by an integrated digital workplace
* Intrapreneuring is encouraged to develop own ideas and integrate own potentials into the company
* Collaborative approach of why and how we exist as a company. Results are reflected on a regular basis in so called Culture Camps and are integrated into areas such as employee experience and customer experience.
49
WibasGermanyInformation and communication
Darmstadt, Germany
smallgreen4.5http://intrinsify.me/profil-intrinsifier/items/wibas-gmbh.html
50
ISEKI-Maschinen GmbHGermanyManufacturing
Meerbusch, Germany
medium-sizedgreen4.3Self-Organization
51
adidas Learning CampusGermanyManufacturing
Herzogenaurach, Germany
largeorange
52
Allsafe 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.
53
Farbenwerke WunsiedelGermanyManufacturingWunsiedel, Germanymedium-sized* Possibility Management
* Galaxie-Struktur statt Hierarchie
* Rapid Learning Modell
* Aufgabenpool
* Ideefix
* Widerstandsmessung
* Possibility Teams
54
Heiler GlasGermanyManufacturingWaghäusel, Germanymedium-sized* DIY self-organisation model which has been developed for several years now
55
Premium ColaGermanyManufacturing
Hamburg, Germany
medium-sizedgreenKollektiv
56
SonettGermanyManufacturing
Deggenhausen, Germany
medium-sizedgreen
57
soulbottlesGermanyManufacturingBerlin, GermanysmallgreenHolacracy
58
Cooperative Change GroupGermanyOther service activities
Munich, Germany
small4.5Cooperative
Self-organised
59
Mein GrundeinkommenGermanyOther service activitiesBerlin, GermanysmallgreenHolacracy
60
2b 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
61
Die WertschätzerGermanyProfessional, scientific and technical activitiesMainleus, GermanymicroHolacracy
62
Egon 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
63
elbdudlerGermanyProfessional, scientific and technical activities
Hamburg, Germany
medium-sizedgreen
64
Hengeler 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
65
hhp BerlinGermanyProfessional, scientific and technical activitiesBerlin, Germanymedium-sizedgreen*h# is a Programming Language for Organizations to code and recode agile and robuste enterprises
*LOAZ is our Organism - L exite other, O organize, A showing alternatives, Z listen to others
*Perodic Table of Competences
66
MinistryGermanyProfessional, scientific and technical activities
Hamburg, Germany
medium-sizedgreen4.47flat hierarchie, employee ecentered
67
Structure & ProcessGermanyProfessional, scientific and technical activitiesDresden, GermanymicrotealCircle, Holacracy, self-assigned wages
68
AldiGermanyWholesale and retail tradeGermanylargeorange3.2* No more than three layers of management separates an employee from the company's CEO
* Decentralized structures
* Beyond budgeting
69
dm-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
70
Unleash Leadership
Germany-UK-Switzerland
Professional, scientific and technical activities
Berlin-London-Zurich
smalltealLeverages Teal, Theory U, Barretts Values
71
Digital 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
72
DoctuSoftHungaryInformation and communicationBudapest, HungarysmalltealHolacracy
73
Lab.CoopHungaryInformation and communicationBudapest, HungarysmallorangeHolacracy
74
HCL 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
75
Tata GroupIndiaManufacturingMumbai, Indialargeorange3.6Tata's Human Capital Strategy
* "One cannot be a great line manager unless one is a great people manager. That’s why the shift from an HR function strategy to a human capital strategy."
* "...managers must move away from thinking of themselves as bosses to thinking of themselves as coaches."

* Less hierarchy: flatter organization
* Oblique goals (focused on the "communities we serve")
* "A winning strategy in itself is nothing if it is not supported by right cultural attributes." Raju Bhinge, CEO, Tata Strategic Management Group
76
Yash PapersIndiaManufacturingFaizabad, Indiamedium-sized* Customer first. Our basic philosophy is based on the needs of the customer. Such a management philosophy helps us cater to the stated and unstated needs of our customers in the shortest possible time.
* Flat management structure. We work in self managing eams that have the authority to take all related decisions for their respective areas. There are no supervisors and all teams are cross functional. The team leader's role is to help each team member achieve their goals and there is direct interaction for the same.
* Appraisal system. We believe in self appraisal. We set our own targets in our Lakshya Patras on a monthly basis and provide weightage to each depending on the company goals. They are self assessed at the end of every month and discussed with our leader. The annual percentage achieved determines to our performance bonuses.
* Ownership. Each employee is provided shares by the company on completing 3 years with the organization and each one of us becomes an owner of our company.
Profit sharing. We have a monthly Production and Sales incentive system. An average of 10 days of pay is provided through this scheme depending upon the company performance for the month
* We have a fortnightly newsletter "Yash Maitri"; a plant-wide announcement system and numerous notice boards across the plant.
77
LivitIndonesiaInformation and communicationBali, Indonesiasmall4.9Holacracy
78
ToyotaJapanManufacturingToyota, Japanlargegreen* Beyond Budgeting
* Lean management

The Toyota Way (14 principles):
* Motivation is based on social drivers: "Success is based on the team, not the individual." (principle 10)
* Cooperation with partners: "Respect your extended network of partners and suppliers by challenging them and helping them improve." (principle 11)
* Decision making: "Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi)" (principle 13)
* Continuous improvement: "Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)." (principle 14)
79
HiltiLiechtensteinManufacturingSchaan, 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
NearsoftMexicoInformation and communication
Mexico City, Mexico
medium-sizedteal
81
AdScale LaboratoriesNew ZealandInformation and communicationChristchurch, New Zealandmedium-sizedHolacracy
82
EnspiralNew 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/
83
MinderaPortugalInformation and communicationPorto, Portugalmedium-sizedtealSelf-Organised Teams:
84
FindasenseSpainInformation and communicationMadrid, Spainlarge4.2Holacracy
85
IRIZARSpainManufacturingOrmaizteg, SpainlargeCooperation following most Mondragon principles
86
Mondragon CorporationSpainManufacturingMondragon, Spainlarge4.0Network of cooperations following the Mondragon principles.
87
HandelsbankenSwedenFinancial 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
88
SpotifySwedenInformation and communicationStockholm, Swedenlargegreen4.0* Autonomous teams ("Squads") with autonomy to choose where they work on: self-organization like single start-ups based on Scrum or Kanban
* Tribes are groups of squads that work in related areas, organized along the value stream
* Chapters and guilds ensure that appropriate communication flows between squads, without sacrificing too much autonomy in the organization
89
CrispSwedenProfessional, 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
90
Diet DoctorSwedenProfessional, scientific and technical activities
Stockholm, Sweden
microgreen
91
ahlsellSwedenWholesale and retail tradeStockholm, SwedenlargeDecentralized decision-making with profit centres that work independently towards the Group's financial goal
92
IKEASwedenWholesale and retail tradeMalmö, Swedenlarge3.9Beyond budgeting
93
Café ZähringerSwitzerlandAccommodation and food service activitiesZurich, SwitzerlandsmallgreenSelf-governed restaurant: staff is part of executive management
94
VillageOfficeSwitzerlandAdministrative and support service activities
Berne, Switzerland
smalltealStart-Up, Holacracy, Cooperative
95
Business School LausanneSwitzerlandEducationChavannes, Switzerlandmedium-sizedgreenHolacracy
96
KaospilotsSwitzerlandEducationBerne, Switzerlandsmallgreen5.0* Students co-determine curriculum and co-develop the management school itself
* Strongly practice-oriented: student are responsible for a number of projects
97
ZKB - Zürcher KantonalbankSwitzerlandFinancial and insurance activities
Zurich, Switzerland
largeorange3.5ZKB decided to drop individual MBOs starting 2017. This might be the beginning of a fundamental change which should be monitored closer.
98
euforiaSwitzerlandHuman health and social work activitiesGeneva, SwitzerlandsmallHolacracy
99
afcaSwitzerlandInformation and communicationZollikofen, Switzerlandsmallteal2.8Holacracy
100
BSI Business System IntegrationSwitzerlandInformation and communicationBaden, Switzerlandmedium-sizedgreen4.8* No management
* Project-based organizational structure
Loading...
 
 
 
Hybrid Alternative
Stats
more information