| A | B | C | D | E | F | G | H | I | J | K | L | M | N | |
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1 | Company name | Country | Industry | Headquarters | size of company | Dominant Paradigm (Reinventing Organisations) | Rating by Employees | Some Keypoints to the Management Model | Contact, Position (Year) Link to Map | Open CxO / Management positions visible on their website or on Linkedin | Venture Capital firms who have invested in the company : name, amount (year), board member, linkedin profile, website url | Does this company emphasize on internationalisation or development into french or german markets? | Is Yann or Stella already connected via Linkedin with this company or board members? | Priority A / B / C |
2 | Roche | Switzerland | Manufacturing | Basel, Switzerland | large | amber | 3.8 | Anti-Bureaucracy-Recipe for business trips: fully cost self-control in planning business trips; all travel expenses of each employee are transparent on the company intranet --> increase of process efficiency and decrease of travel costs | ||||||
3 | Allsafe Jungfalk | Germany | Manufacturing | Engen, Germany | medium-sized | green | 4.6 | * One piece flow * Fokus auf Kunden und Mitarbeiter, aber ohne klassische Strukturen. * Mitarbeitern die Entscheiden dürfen und sollen, aber ohne klassisches Berichtswesen. | https://www.kartevonmorgen.org/m/eurostat/e/511b1d7d479249aea8d1db0f9c651c40?c=49.8946%2C2.8125&z=5.00 | |||||
4 | B'IMPRESS | Greater Munich | Information and communication | Greater Munich | small | green | ||||||||
5 | Basecamp | USA | Information and communication | Chicago, USA | medium-sized | green | * 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 | |||||||
6 | Blinkist | Germany | Information and communication | Berlin, Germany | small | green | Holacracy | |||||||
7 | Boldly go Industries | Germany | Information and communication | Frankfurt, Germany | small | green | 4,2 | Company went through a transformation / change process and customized and implemented the SKM (Soziokratie) method for their organization. More in German language: https://www.boldlygo.de/interview-soziokratie-andreas-jamm | https://www.kartevonmorgen.org/#/?entry=73a6bc89efd3415cab9109eebcad0668 | |||||
8 | Broil King | Ontario, USA | Manufacturing | Waterloo, Ontario, USA | large | green | * Self-organisation * Profit-sharing among colleagues | |||||||
9 | BSI Business System Integration | Switzerland | Information and communication | Baden, Switzerland | medium-sized | green | 4.8 | * No management * Project-based organizational structure | ||||||
10 | Business School Lausanne | Switzerland | Education | Chavannes, Switzerland | medium-sized | green | Holacracy | |||||||
11 | Café Zähringer | Switzerland | Accommodation and food service activities | Zurich, Switzerland | small | green | Self-governed restaurant: staff is part of executive management | |||||||
12 | Chronoflex | France | Manufacturing | Saint-Herblain, France | large | green | ||||||||
13 | Creaffective | Germany | Information and communication | Munich, Germany | micro | green | https://www.kartevonmorgen.org/m/eurostat/e/8b44a545566149ea9249b2ed6b4523fa?c=48.1168%2C11.6036&z=15.00&tag=teal-organization | |||||||
14 | DaVita | USA | Human health and social work activities | Denver, USA | large | green | 3.2 | * 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." | ||||||
15 | Diet Doctor | Sweden | Professional, scientific and technical activities | Stockholm, Sweden | micro | green | ||||||||
16 | Digital Natives | Hungary | Information and communication | Budapest, Hungary | small | green | * 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 | |||||||
17 | dm-drogerie markt | Germany | Wholesale and retail trade | Karlsruhe, Germany | large | green | 3.6 | * 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 | ||||||
18 | elbdudler | Germany | Professional, scientific and technical activities | Hamburg, Germany | medium-sized | green | ||||||||
19 | Endenburg Elektrotechnik | The Netherlands | Manufacturing | Rotterdam, The Netherlands | medium-sized | green | * sense & adapt as part of organization * sociacracy | |||||||
20 | Enspiral | Wellington | Other service activities | Wellington | large | green | Principles: 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/ | |||||||
21 | Ergon Informatik AG | Switzerland | Information and communication | Zurich, Switzerland | medium-sized | green | 4.8 | * 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 | ||||||
22 | Evangelische Schule Berlin Zentrum | Germany | Education | Berlin, Germany | medium-sized | green | * 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 | |||||||
23 | ginetta | Switzerland | Information and communication | Zurich, Switzerland | small | green | * 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." | |||||||
24 | Handelsbanken | Sweden | Financial and insurance activities | Stockholm, Sweden | large | green | 3.5 | * 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 | ||||||
25 | happy | United Kingdom | Education | London, United Kingdom | micro | green | * 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 | |||||||
26 | Happy Melly | The Netherlands | Information and communication | The Netherlands | small | green | * 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 | |||||||
27 | HCL Technologies | India | Information and communication | Noida, India | large | green | 3.1 | * 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 | ||||||
28 | hhp Berlin | Germany | Professional, scientific and technical activities | Berlin, Germany | medium-sized | green | *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 | |||||||
29 | Independents United | England | Other service activities | London, England | small | green | *Self-organisation (similar to holacracy) *Ownership (most members of organisation are co-founders ) * Learning http://iu-hq.com/our-story/ | |||||||
30 | INTER COMESTIBLES | Switzerland | Wholesale and retail trade | Zurich, Switzerland | medium-sized | green | * democratic process * owned by employees | |||||||
31 | ISEKI-Maschinen GmbH | Germany | Manufacturing | Meerbusch, Germany | medium-sized | green | 4.3 | Self-Organization | https://www.kartevonmorgen.org/#/?entry=2bcf8aff120b4aac99abc2df0bb2f6eb | |||||
32 | it-agile GmbH | Germany | Information and communication | Hamburg, Germany | small | green | 4.6 | - >60% owned by employees - constantly evolving through experimentation, heavily influenced by sociocracy and betacodex | Matthias Straub-Fischer, Coach, Headmaster Kaospilots and Helicopter Pilot (2017) | |||||
33 | Kaospilots | Switzerland | Education | Berne, Switzerland | small | green | 5.0 | * Students co-determine curriculum and co-develop the management school itself * Strongly practice-oriented: student are responsible for a number of projects | ||||||
34 | Liip | Switzerland | Information and communication | Fribourg, Switzerland | medium-sized | green | 3.8 | Holacracy | ||||||
35 | Mein Grundeinkommen | Germany | Other service activities | Berlin, Germany | small | green | Holacracy | |||||||
36 | Ministry | Germany | Professional, scientific and technical activities | Hamburg, Germany | medium-sized | green | 4.5 | flat hierarchie, employee ecentered | ||||||
37 | MySign | Switzerland | Information and communication | Olten, Switzerland | small | green | 4.3 | Holacracy | ||||||
38 | oose | Germany | Information and communication | Hamburg, Germany | small | green | 3.9 | Own 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 | ||||||
39 | Poult | France | Manufacturing | Montabaun, France | large | green | * A corporate culture fostering autonomy & collaboration * Flat organizational structure * Autonomous and responsible teams * Internal incubators for business projects | |||||||
40 | pragmatic solutions | Switzerland | Professional, scientific and technical activities | Zurich, Switzerland | small | green | 4.8 | * Decisions are done within team * No hierarchy * transformation to fully self-organised company started | ||||||
41 | Premium Cola | Germany | Manufacturing | Hamburg, Germany | medium-sized | green | Kollektiv | |||||||
42 | Qudosoft | Germany | Information and communication | Berlin, Germany | small | green | 4.4 | http://intrinsify.me/profil-intrinsifier/items/qudosoft.html | ||||||
43 | Rappi | Colombia | Information and communication | Bogota, Colombia | large | green | *operates partially with self-organisation practice * Organisation emphasises on Organisation Learning | |||||||
44 | RWD Schlatter | Switzerland | Manufacturing | Roggwil, Switzerland | medium-sized | green | 5.0 | * Wir wollen in allem, was wir tun, die Besten sein * Unser Ziel ist es, unseren Kunden die innovativsten Produkte im Türenbereich aus einer Hand anzubieten. Zentraler Fokus ist, mit unsern Kunden eine enge, langfristige und vertrauensvolle Partnerschaft aufzubauen und eine erstklassige Kundenzufriedenheit zu erreichen * Der Kunde steht im Mittelpunkt unseres Denkens und Handelns * Wir wollen ein nachhaltiges Wachstum mit unserem Unternehmen zum Wohle von Gesellschaft und Umwelt. | ||||||
45 | Saint-Gobain Performance Plastics Rencol | France | Manufacturing | Courbevoie, France | medium-sized | green | 3.8 | |||||||
46 | Schindlerhof | Germany | Accommodation and food service activities | Nürnberg, Germany | medium-sized | green | * Reverse hierarchy | |||||||
47 | Seibert Media | Germany | Information and communication | Wiesbaden, Germany | medium-sized | green | 4.4 | - Kollaboratives Führungsmodell - Selbstorganisierte, agile Teams (Scrum & Kanban) - Prozess zur gemeinsamen, kontinuierlichen Unternehmensverbesserung - keine Hierarchien | ||||||
48 | Semco Partners | Brazil | Manufacturing | Sao Paulo, Brazil | large | green | * 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. | |||||||
49 | Sonett | Germany | Manufacturing | Deggenhausen, Germany | medium-sized | green | https://www.kartevonmorgen.org/m/main/e/73a6bc89efd3415cab9109eebcad0668?c=49.0847%2C8.1738&z=7.00&tag=teal-organization | |||||||
50 | soulbottles | Germany | Manufacturing | Berlin, Germany | small | green | Holacracy | https://www.kartevonmorgen.org/m/main/e/2050efb03ff14b7ba52fffcbbb5f8b92?c=51.5156%2C6.4819&z=6.00&tag=teal-organization | ||||||
51 | SOUTHWEST Airlines | USA | Transportation and storage | Dallas, USA | large | green | 4.1 | * 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 | ||||||
52 | Sparda Bank München | Germany | Financial and insurance activities | Munich, Germany | large | green | ||||||||
53 | Spotify | Sweden | Information and communication | Stockholm, Sweden | large | green | 4.0 | * 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 | ||||||
54 | Sun Hydraulics | USA | Manufacturing | Sarasota, USA | large | green | 4.2 | * 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% | ||||||
55 | Systelios | Germany | Human health and social work activities | Siedelsbrunn, Germany | medium-sized | green | https://www.kartevonmorgen.org/m/main/e/fb448fe4a84a45cdb2c95dd36b5ef5cb?c=51.5156%2C6.4819&z=16.00 | |||||||
56 | Tele Haase Steuergeräte | Austria | Professional, scientific and technical activities | Vienna, Austria | medium-sized | green | * No managers | |||||||
57 | TopCoder | USA | Information and communication | Indianapolis, USA | large | green | 3.0 | * 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 | ||||||
58 | Toyota | Japan | Manufacturing | Toyota, Japan | large | green | * 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) | |||||||
59 | TWENTY |20 | Germany | Information and communication | Langenfeld, Germany | small | green | * 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. | |||||||
60 | Upstalsboom | Germany | Accommodation and food service activities | Kühlungsborn, Germany | large | green | 4.4 | |||||||
61 | VALVe Corporation | USA | Information and communication | Bellevue, USA | large | green | 4.2 | * 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 | ||||||
62 | Whole Foods | USA | Wholesale and retail trade | Austin, USA | large | green | 4.0 | * 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 | ||||||
63 | Wibas | Germany | Information and communication | Darmstadt, Germany | small | green | 4.5 | http://intrinsify.me/profil-intrinsifier/items/wibas-gmbh.html | ||||||
64 | Wikimedia Foundation | USA | Information and communication | San Francisco, USA | large | green | 3.3 | * Collective wisdom * Self-organized * Community-facing teams | ||||||
65 | Zappos | USA | Wholesale and retail trade | Las Vegas, USA | large | green | 3.7 | Initially Holacracy, looking for a new approach. | ||||||
66 | adidas Learning Campus | Germany | Manufacturing | Herzogenaurach, Germany | large | orange | ||||||||
67 | AES | USA | Electricity, gas, steam and air conditioning supply | Arlington, USA | large | orange | 3.7 | * 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 | ||||||
68 | Aldi | Germany | Wholesale and retail trade | Germany | large | orange | 3.2 | * No more than three layers of management separates an employee from the company's CEO * Decentralized structures * Beyond budgeting | ||||||
69 | Belgian Federal Public Social Security Service | Belgium | Public administration and defense; compulsory social security | Brussels, Belgium | large | orange | ||||||||
70 | Bogota Beer Company (AB InBev) | Colombia | Manufacturing | Bogota, Colombia | large | orange | Previously 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. | |||||||
71 | EnBW | Germany | Electricity, gas, steam and air conditioning supply | Karlsruhe, Germany | large | orange | ||||||||
72 | ePages | Germany | Information and communication | Hamburg, Germany | medium-sized | orange | 3.5 | Flat hierarchie | ||||||
73 | Freitag | Switzerland | Manufacturing | Zurich, Switzerland | medium-sized | orange | Holacracy | |||||||
74 | USA | Information and communication | Menlo Park, USA | large | orange | 4.4 | * 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 | |||||||
75 | Harley Davidson | USA | Manufacturing | Milwaukee, USA | large | orange | ||||||||
76 | Haufe-umantis | Switzerland | Information and communication | Switzerland | medium-sized | orange | 3.8 | * 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 | ||||||
77 | Hilti | Liechtenstein | Manufacturing | Schaan, Liechtenstein | large | orange | 3.3 | * 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 | ||||||
78 | Lab.Coop | Hungary | Information and communication | Budapest, Hungary | small | orange | Holacracy | |||||||
79 | Netflix | USA | Information and communication | Los Gatos, USA | large | orange | 3.8 | * 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 | ||||||
80 | Oticon | Denmark | Manufacturing | Copenhagen, Denmark | large | orange | * 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 | |||||||
81 | Parkklinik Heiligenfeld | Germany | Human health and social work activities | Bad Kissingen, Germany | large | orange | * Team supervision * Peer coaching * Weekly large group reflections | |||||||
82 | Procter & Gamble | USA | Manufacturing | Cincinatti, USA | large | orange | 4.0 | * Collective wisdom - innovation through partnerships with 15 suppliers, 70 technology entrepreneurs, links to external platforms such as Yourencore, Innocentive, etc. * "Connect & Develop" | ||||||
83 | Red Hat | USA | Information and communication | St. Raleigh, USA | large | orange | 4 | * 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 | ||||||
84 | Swisscom | Switzerland | Information and communication | Worblaufen, Switzerland | large | orange | 3.9 | Holacracy for close to the market (start-up) departments | ||||||
85 | Tata Group | India | Manufacturing | Mumbai, India | large | orange | 3.6 | Tata'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 | ||||||
86 | The Container Store | USA | Wholesale and retail trade | Coppell, USA | large | orange | 3.2 | * 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 | ||||||
87 | Trisa | Switzerland | Manufacturing | Triengen, Schweiz | large | orange | 4.0 | * Culture characterized by openness and a pronounced trust * Leadership principles: trust in the skills and knowledge of the employees, authenticity and transparency, coaching, promotion of talents and respecting different views, delegation, continuous improvement, reciprocal qualifications (employee <--> leader), appreciation and open culture of discussion, interest in the employees as human beings and in their activities * With 30% of equity component, employees represent half of the members of the board of directors and therewith right to a say and influence. * Percentage to the company's success for each employee alike | ||||||
88 | Unilever | The Netherlands | Manufacturing | Rotterdam, The Netherlands | large | orange | Oblique goals | |||||||
89 | Zürcher Kantonalbank | Switzerland | Financial and insurance activities | Zurich, Switzerland | large | orange | 3.5 | ZKB decided to drop individual MBOs starting 2017. This might be the beginning of a fundamental change which should be monitored closer. | ||||||
90 | afca | Switzerland | Information and communication | Zollikofen, Switzerland | small | teal | 2.8 | Holacracy | ||||||
91 | ARCA | USA | Information and communication | Mebane, USA | medium-sized | teal | 3.4 | Holacracy | ||||||
92 | Buurtzorg | The Netherlands | Human health and social work activities | Almelo, The Netherlands | large | teal | * 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 | |||||||
93 | Conscious Brands | Canada | Professional, scientific and technical activities | Calgary, Canada | micro | teal | Holacracy | |||||||
94 | Crisp | Sweden | Professional, scientific and technical activities | Stockholm, Sweden | small | teal | 4 | * No managers, no hierarchy, no CEO, use of advice process & conflit resilution process, Read more at dna.crisp.se * Self-set salaries * Employee owned | ||||||
95 | Darkhorse | Germany | Information and communication | Berlin, Germany | small | teal | http://intrinsify.me/profil-intrinsifier/items/id-78-dark-horse-gmbh.html | https://www.kartevonmorgen.org/m/eurostat/e/0b8d4a59de0b42958cb19ab5a5f3ab18?c=52.4941%2C13.4379&z=15.00&tag=teal-organization | ||||||
96 | David Allen Company | USA | Professional, scientific and technical activities | Ojai, USA | small | teal | 4.3 | Holacracy | https://kartevonmorgen.org/#/?entry=0b8d4a59de0b42958cb19ab5a5f3ab18 | |||||
97 | Deutsche Kammerphilharmonie Dresden | Germany | Arts, entertainement, recreation | Dresden, Germany | medium-sized | teal | ||||||||
98 | DoctuSoft | Hungary | Information and communication | Budapest, Hungary | small | teal | Holacracy | |||||||
99 | dwarfs and Giants | Austria | Professional, scientific and technical activities | Vienna, Austtria | small | teal | dwarfs and Giants as an organization is intended to be a lab, that eats its own dogfood on various levels. -) Legally (we aimed at having no formal employees, but entrepreneurial partners, yet a real organization and not a network of professionals), -) Financially (we distribute profits across all dG members and capital ownership does not yield any dividends, contribution matters), -) Organizationally (we use Holacracy as our operating model to distribute authority and support ownership and self-responsibility for best expression of our purpose). and -) Tribe related (since our start we have invested and still do a remarkable amount of collective time and money to work on our relations, team dynamics, conflict resolution and feedback skills). | |||||||
100 | encode.org | Global Virtual | Other service activities | Global Virtual | small | teal | "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. | https://www.kartevonmorgen.org/#/?entry=e8dbf6d028954d6eaa76ad394377c196 |