"Almost two years into using Holacracy as our operating system at Fronteer, our way of working has changed significantly. The structure of raising 'tensions' in tactical and governance meetings has become second nature. Increasingly, we have started to apply this to client projects as well, taking our clients along in our Holacracy approach to working efficiently and effectively."

You'll probably recognize the classic clash between managers and teams: Teams think managers lack vision and don't give enough freedom. Yet managers think teams are not productive nor entrepreneurial enough. And now what?! I personally think Holacracy—a way to work without bosses—works. Having a boss-less organization in which people are fundamentally free to organize their own work greatly reduces stress between them. Allow me to explain.

In 2015, BSL formally implemented self-organization as its new way of organizing itself. Fifteen months later, they are looking back in disbelief. They have become a living and breathing organism with a distinct culture and sense of purpose. How did this happen? This blog attempts an analysis by looking at six distinct time periods in the course of these 15 months.

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.

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.

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.

In een grote organisatie verandering is het heel normaal dat je na een aantal weken een dip ervaart.

Mediq wants to put the customer first: no slowing down with a big hierarchy, but small cross-functional teams organized around the customer. After a year of learning, they've really made the new method their own. Read here how Mediq is growing on its own.

Domains are things the Role may exclusively control and regulate as its property, on behalf of the organization. How does this work?

From his experience with Holacracy, Michael DeAngelo (WaTech, 2017) was able to share many challenges and conclusions, you’ll find the most insightful in this blog.

We’ll explain the list of explicit responsibilities and authority that comes with fulfilling a role.

A Lead Link is the closest you can get to a traditional manager in Holacracy. However, a Lead Link has two unique tools to help him which make it different than a traditional manager.

The idea really came together when the co-founder (Dan), while looking for information about different ways of working, ended up reading the book Reinventing Organizations and started our journey to the illusory “Teal” destination.