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.

So you've adopted the Constitution, defined circles, hold regular Governance Meetings, Tactical Meetings, etc. The whole shabam... Cool, you're all set to go! But then someone realizes the old compensation system might be due for an overhaul too.

For most teams, the pandemic either brought colleagues closer or drove them increasingly apart. There are three key reasons why.

Will this gradual evolution (working from home) continue, now that COVID-19 has upended everything? Three trends strike us as particularly vulnerable to reversal amid the panic unleashed by the pandemic.

‘Toen we het eerste voorstel lanceerden, zei echt niet iedereen meteen: ‘Doen!’ Eind 2016 hebben voor het eerst alle salarissen transparant gemaakt. Dat leidde zeker tot discussies. Alleen verplaatsten die van: ‘Ik wil meer verdienen’ naar: ‘Wat is een eerlijke verdeling voor de organisatie?’

Ontdekken dat je minder verdient dan je directe collega. Gênant? Het gedoe met salarissen kan ook heel anders. Luister naar de Podcast van Intermediair & Marc-Peter Pijper.

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.

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?