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.

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.

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?

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.

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.

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.

The management team at Unibake (based in Belgium) asked us to introduce them to a new way of working. We developed a two-day off-site to introduce the team to high-performance agile working and give them insight into their own team dynamics.

In mid-March, we were ready to launch the first pilot teams at Suntory. Then, suddenly, lockdown began in mid-March. How did we deal with that?

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

"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.

Fronteer, an innovative strategy agency based in Amsterdam, asked us to guide their transition to a holacratic organization. Read here how we helped them.

Interview with Overstappen.nl about the reasons, impact, support, and preconditions for implementing Holacracy.

Daniel Tenner writes about GrantTree's journey into self-management. OrganizationBuilders was happy to help them on this journey.

“Without OrganizationBuilders, we could not have achieved the clarity we now have in our way of working. We trusted OrganizationBuilders to guide us through the early implementation of Holacracy without putting our primary business at risk.”