HybridAlternativeManagementModelCompanies.xlsx
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NAMECountryIndustryHeadquarterssize of companyDominant Paradigm (Reinventing Organisations)Rating by EmployeesSome Keypoints to the Management Model
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ISEKI-Maschinen GmbHGermanyManufacturing
Meerbusch, Germany
medium-sizedgreen4.3Self-Organization
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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
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adidas Learning CampusGermanyManufacturing
Herzogenaurach, Germany
largeorange
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AldiGermanyWholesale 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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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.
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B'IMPRESSGermanyInformation and communicationGreater Munichsmallgreen
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BlinkistGermanyInformation and communicationBerlin, GermanysmallgreenHolacracy
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bol.comThe NetherlandsWholesale and retail tradeUtrecht, The Netherlandslarge4.3Holacracy
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Boldly go IndustriesGermanyInformation and communication
Frankfurt, Germany
smallgreen4,2Switched to sociocracy
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BuurtzorgThe NetherlandsHuman 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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Center for Human EmergenceThe NetherlandsProfessional, scientific and technical activitiesUtrecht, The NetherlandssmallHolacracy
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Concept7The NetherlandsInformation and communicationThe NetherlandssmallHolacracy
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CreaffectiveGermanyInformation and communication
Munich, Germany
microgreen
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DarkhorseGermanyInformation and communicationBerlin, GermanysmallTealhttp://intrinsify.me/profil-intrinsifier/items/id-78-dark-horse-gmbh.html
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Deutsche Kammerphilharmonie DresdenGermanyArts, entertainement, recreation
Dresden, Germany
medium-sizedteal
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Die WertschätzerGermanyProfessional, scientific and technical activitiesMainleus, GermanymicroHolacracy
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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
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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
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elbdudlerGermanyProfessional, scientific and technical activities
Hamburg, Germany
medium-sizedgreen
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EMPAUAGermanyInformation and communicationBerlin, Germanysmall4.6* Organizational democracy
* Self-government
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EnBWGermanyElectricity, gas, steam and air conditioning supply
Karlsruhe, Germany
largeorange
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Endenburg ElektrotechnikThe NetherlandsManufacturing
Rotterdam, The Netherlands
medium-sizedgreen* sense & adapt as part of organization
* sociacracy
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Energized.orgThe NetherlandsProfessional, scientific and technical activitiesAmsterdam, The NetherlandsmicroHolacracy
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EpagesGermanyInformation and communication
Hamburg, Germany
medium-sizedorange3.5Flat hierarchie
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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
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Farbenwerke WunsiedelGermanyManufacturingWunsiedel, Germanymedium-sized* Possibility Management
* Galaxie-Struktur statt Hierarchie
* Rapid Learning Modell
* Aufgabenpool
* Ideefix
* Widerstandsmessung
* Possibility Teams
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Happy MellyThe NetherlandsInformation 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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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
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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
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IncentroThe NetherlandsOther service activities
Rotterdam, The Netherlands
medium-sizedtealDigital happiness, Trust & responsibility, Open and transparancy.
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InterpolisThe NetherlandsFinancial 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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InVisionGermanyInformation 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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it-agile GmbHGermanyInformation and communication
Hamburg, Germany
smallgreen4.6- >60% owned by employees
- constantly evolving through experimentation, heavily influenced by sociocracy and betacodex
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LINDIG FördertechnikGermanyAdministrative and support service activities
Eisenach, Germany
large
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MaibornWolfGermanyInformation and communication
Munich, Germany
medium-sized4.7
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Mein GrundeinkommenGermanyOther service activitiesBerlin, GermanysmallgreenHolacracy
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MinistryGermanyProfessional, scientific and technical activities
Hamburg, Germany
medium-sizedgreen4.47flat hierarchie, employee ecentered
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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
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Parkklinik HeiligenfeldGermanyHuman health and social work activitiesBad Kissingen, Germanylargeorange* Team supervision
* Peer coaching
* Weekly large group reflections
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People's PlaygroundThe NetherlandsInformation and communicationAmsterdam, The NetherlandssmallHolacracy
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Premium ColaGermanyManufacturing
Hamburg, Germany
medium-sizedgreenKollektiv
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Qudosoft GermanyInformation and communicationBerlin, Germanysmallgreen4.4http://intrinsify.me/profil-intrinsifier/items/qudosoft.html
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SchindlerhofGermanyAccommodation and food service activities
Nürnberg, Germany
medium-sizedgreen* Reverse hierarchy
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Seibert MediaGermanyInformation and communication
Wiesbaden, Germany
medium-sizedgreen4.4- Kollaboratives Führungsmodell
- Selbstorganisierte, agile Teams (Scrum & Kanban)
- Prozess zur gemeinsamen, kontinuierlichen Unternehmensverbesserung
- keine Hierarchien
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SonettGermanyManufacturing
Deggenhausen, Germany
medium-sizedgreen
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soulbottlesGermanyManufacturingBerlin, GermanysmallgreenHolacracy
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Sparda Bank MünchenGermanyFinancial and insurance activities
Munich, Germany
largegreen
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SpindleThe NetherlandsInformation and communicationGroningen, The NetherlandssmallHolacracy
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SpringestThe NetherlandsInformation and communicationAmsterdam, The NetherlandssmalltealHolacracy
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Structure & ProcessGermanyProfessional, scientific and technical activitiesDresden, GermanymicrotealCircle, Holacracy, self-assigned wages
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SysteliosGermanyHuman health and social work activities
Siedelsbrunn, Germany
medium-sizedgreen
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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.
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UnileverThe NetherlandsManufacturingRotterdam, The NetherlandslargeorangeOblique goals
168
Unleash Leadership
Germany-UK-Switzerland
Professional, scientific and technical activities
Berlin-London-Zurich
smalltealLeverages Teal, Theory U, Barretts Values
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UpstalsboomGermanyAccommodation and food service activities
Kühlungsborn, Germany
largegreen4.4
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VoysThe NetherlandsInformation and communicationGroningen, The NetherlandssmallHolacracy
177
WibasGermanyInformation and communication
Darmstadt, Germany
smallgreen4.5http://intrinsify.me/profil-intrinsifier/items/wibas-gmbh.html
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