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.

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.

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.

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.

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.

Podcast episode of Agile@Scale from bol.com Techlab. “How to drink less coffee and achieve more.”

Hike One, a design agency, started practicing Holacracy in 2018. OrganizationBuilders guided the implementation. Read here how we helped Hike One.

Read here how we guide more than 40 teams at the Netherlands' largest online retailer in working in autonomous teams.

A year and a half after the change began, Chiel talks about their journey toward a more agile organization.

Working with Holacracy gave Overstappen.nl an innovation boost; they were able to launch the first AI Chatbot in the Energy Market. Read more about their journey and listen to colleagues talk about their experience with Holacracy.

"At first, we blamed Holacracy for the dysfunctional patterns, but after the 'denial' phase, we realized that these patterns already existed before we started with Holacracy." Read here how Michiel experienced the implementation and his three tips for starting a transformation.

Zelfsturing: Hoe organiseer je dat, als de zelfsturende teams veel interactie met elkaar moeten hebben Hypotheekadviseur Viisi koos voor Holacracy, een fractaal besturingsmodel. Een artikel van Dr Ir Jaap van Ede, hoofdredacteur procesverbeteren.nl

HikeOne is practicing Holacracy. By Matthijs Collard: “Since Part 1 of this series, a lot has happened. The biggest event was our adoption of the Holacracy constitution. My business partners and I signed the document with our colleagues as witnesses.”

HikeOne is practicing Holacracy. By Matthijs Collard:“This is the first of a series of posts about us installing this new OS. I will explain why we choose this path. Why I think it works for our company. What I learned from my conversations and visits to other companies in The Netherlands. And of course, I will share our experiences, best practices, and insights during the process.”

Hoe werkt autonoom werken binnen teams bij bol.com? Het bepalen van het teamdoel, hoe je dit gaat behalen als team, hoe je je als team organiseert, bepaal je allemaal zélf als team. Hoe autonoom werken in teamverband bij bol.com werkt, lees je hier.

In de dynamische e-commerce omgeving waar bol.com in opereert, is voorlopen een blijvende uitdaging. Nieuwe manieren van werken om innovatiekracht te kunnen behouden, multidisciplinair samenwerken, efficiëntie en autonomie vormen het uitgangspunt van de nieuwe manier van werken binnen bol.com.

SCORE is dè manier van denken en werken binnen de winkels van bol.com en daagt bol.commers op 1001 manieren uit om ondernemend te opereren en flexibele rollen op te pakken binnen zelforganiserende teams. Met deep dives met inspirerende collega’s. Een setting waarin trial & error een geaccepteerde werkwijze is. Een mix van autonomie en resultaatverantwoordelijkheid en een strategisch innovatieve omgeving.