De Nederlandse Loterij is overgegaan op Agile werken. Na een transformatie van twee jaar waarin de multidisciplinaire merken zijn overgegaan, is het nu tijd voor de directie om ook haar eigen rol aan te passen.

De afdeling Group Innovation richt zich op aankomende technologische aardverschuivingen en wat betekenen ze voor de maatschappij, de financiële sector en ABN AMRO. Wij hielpen hen in twee digitale workshops aan heldere OKR’s voor het komende kwartaal.

Stichting leerKracht ondersteund schoolleiders en hun docententeams om een cultuur van ‘elke dag samen een beetje beter’ te creëren. Een goededoelenstichting die leraren en docenten meer werkplezier en betrokken leerlingen gunt. In één dag hielpen wij hen met het formuleren van een nieuw organisatiemodel die paste bij het motto ‘practice what you preach’, meer autonoom en continu verbeteren.

Singularity opted for Holacracy. With an inspiration and knowledge day and flexible support the following year, they independently started working with a new organizational model.

Viisi has a clear philosophy about working together differently. Believing in the talent of your colleagues and giving feedback is seen as much more valuable than evaluating each other. Without annual evaluations, the associated bonus is no longer relevant. Together with Viisi, we developed a more appropriate salary model, one that is still relevant after five years and is one of the pillars of success behind Viisi's growth model.

Econic is on a mission to make homes more sustainable, and the organization is growing rapidly. This requires a new and sustainable organizational model that fits Econic's philosophy and, of course, its ambition to continue growing. We got to work with them!

At ROC Amsterdam-Flevoland (Airport Logistics), there was a need for a simpler and more targeted consultation structure. This did not happen automatically, but with a lot of effort from ROC itself, the new structure is now in place. We helped them to do this themselves. Curious to find out how?

TNO employs more than 3,000 people, including the "Future of Work" team. This team conducts research into new ways of working together, such as self-organization. The team took the step of applying this in their own daily practice.

The Dutch Lottery has transitioned to Agile working. Following this transformation, the current job classification system was no longer adequate. They went from more than 100 job classifications to 20 in a suitable model.

The organizational structure has historically always been a challenge for municipalities. There is often unnecessary bureaucracy and too much energy is focused internally. In order to achieve greater social impact and channel energy outward, social challenges become the starting point for organizing work.

Through YouTube videos and podcasts in this case study, you will learn everything about bol.com's growth challenge. How to maintain agility within IT while also taking the next step with business agility.

The Consumers' Association asked us to help build a new operating model to ensure that strategic priorities were actually realized. Themes such as self-management, effectiveness, and agility were central. How did we do that? Read about it in this case study.

The recruitment and HR team at TNO wanted to become more self-organizing and flexible in order to keep pace with developments in research, among stakeholders, and in the labor market. We worked with them for a year, enabling TNO to lead this process itself and apply all the lessons learned directly, concretely, and successfully. Read here what has been achieved in a year.

Graydon was looking for a new organizational structure that could offer both focus and purpose, as well as a certain degree of autonomy for their teams. We built a bridge between inspiration and practice for them, and then supported them in developing a change approach.

We supported CitizenM in finding a new way of working that allowed them to hold on to their valued entrepreneurial culture while enabling rapid growth and expansion.

ICA (Inter Company Association) wanted to inspire young professionals in the field of self-organization.

A new purpose, "Banking with a Human Touch," requires a new way of organizing, based on trust and responsibility close to the customer. An intensive process in which more than 30 teams have been successfully guided in the new way of working.

RE:BORN wants to be innovative in how its ambitious team organizes itself. A circular mission does not fit with a static organizational model. RE:BORN also wanted to apply its own method as independently as possible. And it succeeded! Read more about how we supported them in this.

Stevin requested its own method of self-organization. We implemented this over a period of eighteen months. In doing so, we safeguarded Stevin's values and added greater clarity to their organizational structure.