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.

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.

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 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.

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.

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.

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.

What they said: “OrganizationBuilders did a great job, taking the time to help us understand the vision and details of the method, with a lot of personal attention where needed, while maintaining momentum and speed during the actual meetings required by the method.”

“We decided that we didn’t want any shortcuts in implementing Holacracy. Before we take this big step, it was necessary to know the rules of the game to play it right.”