9. Explicit Presentation of the 23 Companies for section 4.4.

“A Benchmarking Study
of 23 Companies”

9.1. Technology & IT Consulting Firms

Decentralization of decision-making, client-centric agility, and self-organizing teams within

fast-evolving digital environments.

9.1.1 Wethod: Transparency and Autonomy in a Modern Tech Startup

Introducing Wethod
Wethod, a dynamic tech startup, emerged from the innovative hub of H-FARM in Treviso,
Italy. Founded to service the project management needs of a digital agency, Wethod has
evolved into a small yet impactful team of 10 people. As a SaaS company, Wethod offers a
sophisticated tool designed to enhance team organization with unique features that
emphasize transparency and decentralization. Their software is tailored to support a
horizontal management approach, embodying the company's dedication to innovation and
efficient collaboration. By empowering all team members to manage their tasks and access
comprehensive profit and loss information, Wethod fosters a culture of autonomy and
accountability.
Wethod is a prime example of a tech product organisation following the principles of
RenDanHeYi. Its roadmap is largely driven by clients and decisions are taken as close to the
customer as possible to ensure swift reaction to their needs. There are no barriers between
the client and the team and work at Wethod is largely driven by the principles of openness,
equality and co-creation.
Organizational Structure
Wethod's organizational structure is a textbook example of flat hierarchy. The CEO doubles
as the product owner, working directly with the team to define the high-level product
development roadmap. A senior developer has taken over the role of coordinating the
development team, but beyond this, the company operates with a high degree of autonomy
across all roles. Project management is a shared responsibility; every team member can
lead projects focused on feature development or bug fixes. Communication, business
development, and customer support are handled collectively, ensuring a deep understanding
of customer needs and product development. Regular team meetings facilitate transparent
collaboration and collective problem-solving, reinforcing a culture of mutual accountability
and effective execution.
Zero Distance to Customers
Customer centricity is at the heart of Wethod’s operations. The team's hybrid roles maintain
a close connection with customers, which is amplified by their software’s transparency and
collaboration features. Continuous customer feedback directly influences the development
roadmap. Zero distance to customers is exemplified by the close communication established
- each customer gets an access to the Slack of the Wethod team where they can quickly
address any concerns with everyone on the team. Wethod also hosts an annual event that
draws hundreds of participants for workshops and private sessions, fostering direct
interaction with customers to discuss features and improvements. This approach not only
meets customer needs but also builds strong relationships with the user base. Additionally,
Wethod maintains a public page updated weekly, where they transparently share all
deployments and updates, keeping customers informed and engaged.
Wethod's customer-centric approach is further highlighted by their unique pricing model,
which includes consulting hours as part of their service package. This ensures customers
receive the necessary support to maximize the value of Wethod’s software. The company’s
transparent pricing and high-quality customer support reflect their dedication to building
long-term, trusting relationships with clients.
Company Culture
The culture at Wethod is defined by trust, transparency, and flexibility. Salaries are fully
transparent and annual increases and bonuses in line with company profits ensure fair pay.
Complete flexibility regarding work location and hours underscores Wethod's commitment to
a healthy work-life balance. Regular sessions using methods like the "5 whys" help identify
root causes of issues and develop solutions collectively, fostering a strong sense of
ownership and continuous improvement. The company’s open communication and
decentralized decision-making reflect its innovative spirit, making Wethod a progressive and
adaptable organization in the tech industry. Internal projects aimed at improving company
processes are common, encouraging all team members to contribute ideas and feedback.
Conclusion
Stepping on their foundational principles, Wethod acts as more than a project management
tool. It invites organizations to consider a new way of working: modern, integrated,
distributed, responsible, and straightforward. These principles closely align with the
RenDanHeYi management philosophy making Wethod (and many among its clients)
excellent zero distance organisations.

9.1.2 Mindera - A Progressive Approach to Software Development

Introducing Mindera
Mindera, an international software engineering company established in 2014, is dedicated to
crafting robust, scalable, and secure web and mobile applications. With a workforce of over
1,000 employees, Mindera operates globally, with significant offices in Portugal, the United
Kingdom, and the United States, among other locations. The company emphasizes placing
people at the heart of its operations, focusing on software development, including UX/UI
design, product management, frontend, backend, and infrastructure services.​​
Mindera is a prime example of RenDanHeYi in the software development industry. It relies
on self-organization for each project and the team has full autonomy to service clients
fostering close connections and high client satisfaction.
Organizational Structure
Mindera operates with a unique, decentralized organizational structure that fosters a high
level of autonomy among its employees. There are no traditional hierarchies or rigid
organizational charts; instead, the company promotes a network-shaped structure where
everyone is encouraged to take ownership of their projects. Decision-making follows an
advice process, where any individual can make decisions after seeking input from those
impacted by the decision and those with expertise on the matter. This approach ensures that
decisions are well-informed and inclusive, eliminating bottlenecks often caused by
hierarchical systems​. For example, when a new project begins, the team self-organizes, and
roles are fluid, allowing members to take on responsibilities that match their skills and
interests. This flexibility is further supported by the absence of traditional job titles,
encouraging employees to contribute beyond the confines of a specific role.
Zero Distance to Customers
Customer centricity at Mindera is paramount, with the company striving for zero distance to
customers. Employees who interact with clients are granted significant autonomy to make
decisions that enhance the client experience and improve the product or service delivered.
This close relationship with clients helps Mindera understand their needs deeply and
respond swiftly and effectively, fostering strong partnerships and high client satisfaction​. For
instance, project teams have the authority to tailor solutions and make on-the-spot
adjustments without waiting for approvals from higher management. This responsiveness is
crucial in meeting clients' evolving needs and maintaining a competitive edge in the
fast-paced tech industry.
Internal Culture
Internally, Mindera treats its employees with exceptional care, emphasizing a collaborative
and inclusive culture. The company's handbook highlights principles such as taking care of
each other, speaking up, and embracing change. Employees enjoy a high degree of freedom
and responsibility, with an environment that encourages continuous learning and teaching
among peers​​. The company culture promotes a flat hierarchy, where every opinion is valued,
and open communication is encouraged. This culture is reflected in their office design, which
features open spaces and whiteboard walls to facilitate spontaneous discussions and
idea-sharing. Additionally, Mindera's commitment to work-life balance is evident in their
flexible working hours and the option for remote work, which empowers employees to
manage their time and work environment according to their needs.
Mindera's people-centric approach is also evident in their emphasis on personal
development and well-being. The company offers various opportunities for professional
growth, including access to conferences, workshops, and online courses. Mentorship is
encouraged, with more experienced team members guiding and supporting newcomers.
This approach not only helps individuals grow but also strengthens the team's overall
capabilities​​. Social activities and rituals are integral to Mindera's culture, helping to build
strong interpersonal relationships and a supportive work environment. Regular team-building
events, such as annual trips and game nights, foster a sense of community and belonging
among employees​. The company's approach to feedback is also notable; instead of
traditional performance reviews, Mindera uses continuous feedback loops where employees
regularly exchange constructive feedback with peers, fostering a culture of constant
improvement and mutual respect.
Conclusion
With its decentralized company structure, Mindera has managed to grow within stifling the
energy and engagement of its team. Customer centricity is paramount as are autonomy and
shared rewards, in line with the RenDanHeYi management philosophy.

9.1.3. Accigo, established in 2007, is a Sweden-based consultancy firm specializing in

business systems and digital transformation. The company, comprising approximately 150
employees, has carved a niche in the IT and business consulting industry. Their expertise
spans across Microsoft's entire ecosystem including ERP systems, CRM solutions, and
cloud services. Accigo's mission is to create Business Wellness through empowering
organizations by enhancing their digital capabilities, with a strong focus on innovation,
sustainability, and customer satisfaction. The company's values are rooted in
professionalism, entrepreneurial spirit and balance, fostering an environment where both
clients and employees thrive. Accigo has been recognized for its innovative approach and
has won several awards, including the nomination Microsoft Partner of the Year in Sweden
2024.
Accigo's vision is to create Sensible Growth Everywhere which is underlined by personal
sustainability of every employee.
Organizational Structure
Accigo's organizational structure is a testament to their commitment to progressive work
practices. The company employs a highly decentralized, horizontal structure that
emphasizes employee autonomy and collective decision-making. Instead of traditional
hierarchies, Accigo operates with self-managed teams that have the freedom to decide what
their team delivers to clients and with a support structure to take on different responsibilities.
This approach not only promotes agility and responsiveness but also empowers employees
to take ownership of their projects. The absence of rigid management layers fosters a culture
of trust, personal responsibility and mutual respect, where ideas can flow freely, and
innovation is encouraged at all levels. For instance, their project teams are cross-functional,
allowing members from different expertise areas to collaborate directly, ensuring a more
holistic approach to problem-solving. Additionally, Accigo uses an internal social platform to
facilitate open communication and idea sharing among employees, further reinforcing their
decentralized structure.
The value of the decentralized organizational structure is evident in the continuous growth in
business results and most notably in the metric revenue per consultant that is among the few
KPIs monitored by Accigo.
Zero Distance to Customers
Customer centricity is at the heart of Accigo's operations. The company ensures that there
are no barriers between clients and the people working on their projects. Consultants at
Accigo are granted significant autonomy to make decisions that best serve their clients'
needs. This level of empowerment allows for real-time problem-solving and tailored solutions
that enhance customer satisfaction. By maintaining close relationships with their clients,
Accigo ensures that they remain attuned to their needs and can adapt swiftly to any
changes, delivering exceptional value and fostering long-term partnerships. For example,
Accigo's consultants frequently participate in clients' strategy meetings to gain a deeper
understanding of their business goals and challenges. This proactive approach helps in
creating solutions that are not only technically sound but also aligned with the clients'
strategic vision. Moreover, Accigo's use of customer feedback loops ensures continuous
improvement in their service delivery, making their client interactions more dynamic and
responsive. The proof that the client values Accigo efforts is that they are staying with Accgio
for a long time and a usual comment is that there is something special with the consultants
from Accigo. This impression results also in an exceptional NPS score at 57.
Internal Culture
The company promotes a culture of continuous learning, offering numerous opportunities for
professional growth and skill enhancement. Employees are encouraged to pursue their
interests and passions via personal ambitions that are set yearly, which not only contributes
to their personal development but also brings diverse perspectives and innovative ideas to
the company.
Accigo also prioritizes sustainable employees, understanding that a happy and fulfilled
workforce, including leaders, is more productive, engaged and can cope with every time
changing environment. This is underlined by continuous conversation around sustainability
and wellness as well as personal sustainability plans where employees are encouraged to
set goals around specific personal priority areas (be it learning, time with family, sports or
else).
Regular company meetings focusing on Accigo culture, transparent communication, and a
supportive work environment further reinforce the company's commitment to its people. For
instance, Accigo offers flexible working hours and remote work options to accommodate
employees' personal needs and preferences. They also provide access to a variety of
training programs, including workshops, online courses, and certifications, to help
employees stay ahead in their fields. Additionally, the company's flat structure and open-door
policy ensure that everyone has a voice and can contribute to decision-making processes,
fostering a sense of ownership and belonging among employees.
Conclusion
Accigo is built on a clear philosophy that personal sustainability is at the core of a thriving
business and have crafted their own path to achieve it. Many of the principles in their work -
the flat structure and the radical autonomy among others, are fully aligned with the
RenDanHeYi philosophy which makes Accigo an excellent candidate for the inaugural
ZeroDX awards presented by HMI and Thinkers 50.

9.1.4. Basetis: A Progressive Force in Technology and Consultancy

Introducing Basetis
Founded in 2009 by Marc Castells, Basetis is a dynamic technology and consultancy
services company headquartered in Barcelona, Spain. With about 370 employees, Basetis
specializes in offering comprehensive IT services, including software development, data and
analytics, digital marketing, and IT infrastructure maintenance. The company's mission
centers around delivering high-quality technological solutions while promoting social
improvement and striving to create the best working environment. Basetis is committed to
enhancing human dignity, sustainability, and democratic participation, reflecting its core
values of trust, transparency, self-management, and the common good.
Basetis has incorporated RenDanHeYi principles seamlessly in its organizational design. By
distributing authority it has enabled autonomy and decisions made as close to their impact
as possible. In addition the company is nurturing innovation by providing resources for
employees to experiment with new technologies and continuously upgrade its service
offering.
Organizational Structure
Basetis operates using the Teal organizational model, inspired by Frederic Laloux's
paradigm, which views organizations as living organisms capable of self-management,
evolutionary purpose, and fostering wholeness. This model eliminates traditional hierarchical
structures in favor of self-organized, autonomous teams. Decisions are made at the closest
possible level to their impact, encouraging a high level of employee involvement and
ownership. Employees are encouraged to participate voluntarily in transversal areas that
align with their motivations and expertise, ensuring that actions and decisions are
well-informed and broadly supported. This structure promotes a culture of continuous
dialogue, advice-seeking, and purpose-driven work.
Zero Distance to Customers
Basetis places significant emphasis on customer centricity, aiming to provide services that
closely align with client needs through agile methodologies and open communication.
Employees working directly with clients are granted substantial autonomy to make decisions
that enhance customer satisfaction. This approach ensures that feedback is promptly
incorporated into service improvements, allowing for a highly responsive and tailored
customer experience. Basetis' commitment to minimizing hierarchical barriers ensures that
the company maintains "zero distance" between its teams and clients, fostering strong,
trust-based relationships that drive successful outcomes.
Internal Culture and Employee Engagement
Basetis is committed to creating safe, inclusive workspaces and fostering respectful labor
relations, promoting equality, non-discrimination, and protection against any form of
workplace discrimination.
The internal culture at Basetis is rooted in well-being, transparency, and professional
development. The company offers a flexible work environment, promoting remote work to
support work-life balance and environmental sustainability. Basetis encourages continuous
learning by covering 50% of the cost of training selected by employees, and it implements a
"shadowing" program to help new hires integrate smoothly into the company. Employees at
Basetis benefit from a transparent salary structure, with fixed and target salaries linked to the
company's financial health and adhering to the Tinbergen Rule, which limits the ratio
between the lowest and highest salaries to 1:7.5. This ensures economic fairness and social
integration.
Additionally, Basetis promotes a culture of innovation, supporting employee-driven initiatives
through internal collaborative projects known as "Experiences." These projects enable team
members to explore new technologies and solutions, further enhancing their skills and the
company's service offerings. The company also practices referral-based hiring to ensure that
new team members align with its values and standards, fostering a cohesive and supportive
environment where individuals are accepted fully, can thrive, and grow within Basetis.
Conclusion
Basetis exemplifies a progressive organization that integrates advanced technological
solutions with a strong commitment to social responsibility and employee empowerment.
Through its innovative organizational structure, customer-centric approach, and internal
culture, Basetis leads as another example of RenDanHeYi management philosophy in the
technology industry.

9.1.5. A Lasting Difference: The Clarasys Way

Introducing Clarasys
Clarasys, established in 2011, is an employee owned management consultancy firm that
operates globally with its headquarters in London. With a focus on delivering exceptional
customer experiences, Clarasys has grown significantly since its inception, boasting a team
of over 200 professionals. The company specializes in a range of services, including
customer and employee experience improvement, digital transformation, and operating
model design across various industries such as healthcare, information services, not for
profits, financial services, and the public sector.
Clarasys's purpose is be an organization that "makes a lasting difference to the way people
work, live and grow." As a flat-hierarchical company owned by employees, Clarasys is
ultimately driven by the passions, goals, and development of its people. The firm operates
based on a joint set of nine shared values, making it a truly employee-centered organization.
Clarasys is a prime example of RenDanHeYi principles in the management consultancy
industry. Client centricity is the heart of the work they do and the level of decentralization and
autonomy is further underlined by the employee-owned structure of the company. Shared
rewards are also in place to ensure alignment and fair value distribution.
Autonomy
Clarasys prides itself on its unique organizational structure that emphasizes decentralization
and empowerment. The company operates with a relatively flat hierarchy, promoting a team
of teams organizational structure that is not based around hierarchy / levels, but focuses on
having the right cross-functional skill-sets within a team for it to be autonomous. This setup
encourages collaboration across all levels of the business, allowing for rapid
decision-making and a high degree of employee autonomy. To empower autonomy and
distributed decision making, Clarasys has established an ‘advice process’ to guide
employees on how to get the right input from across the business before making decisions.
This includes a rotating, representative body of employees who can provide rapid feedback
on ideas from a cross section of employees.
Autonomy is also built into the way Clarasys manages career progression. Every individual
has their own designated coach, who is different to their project line manager, and helps to
support their professional development by acting as a coach, mentor and wellbeing support.
Individuals are entrusted to drive their development, and are supported in doing so via
established internal development frameworks, weekly 1-2-1 coaching sessions and both
quarterly and 6-weekly reviews.
To support autonomy and for everyone to act like an owner, Clarasys has a limited number
of traditional policies / processes, such as holidays or expenses. Insead it operates a
‘red-faced’ policy, where everything is transparent, and it’s up to the individuals to decide
what they feel is the right decision. Employees also draft their own pay case each year,
where people are empowered to put forward what they think is fair.
Customer Centricity
Customer centricity is at the heart of Clarasys's operations. The company has cultivated a
culture where the distance between the organisation and its clients is minimised, often
referred to as achieving "zero distance" to customers. Multi-disciplinary teams form around
clients, or client groupings, and these teams are empowered to make decisions swiftly and
tailor solutions to meet specific client needs. This autonomy not only enhances the client
experience but also fosters a sense of ownership and responsibility among employees.
Client CSAT surveys are run quarterly to ensure that client feedback is promptly integrated
into service delivery, resulting in highly personalised and effective solutions.
Clarasys has also made the decision not to have a specalised sales team. Instead they
adopt a doer-seller model where those who do the selling are then accountable for delivering
the work. They also don’t have individual sales targets, or sales related bonuses, which
guarantees the solutions put forward are the right thing for customers, and employees are
never thinking about their own financial incentive when working with customers.
Shared rewards
As an employee-owned business, profit is shared amongst employees, or reinvested in the
business. This is not done based on level or role title, but instead tenure at the company.
They also do not have individual performance based bonuses, instead they have a team
reward, where based on financial performance of the entire company for that quarter a
certain amount of profit is shared amongst all employees, regardless of role or level.
Internal Culture
As owners of the business, all employees are encouraged to be accountable for the
company culture. Establishing psychological safety is a key component of creating an open,
transparent culture. This is also crucial in creating a culture where feedback is continuously
sought and acted upon, ensuring that all employees feel valued and empowered to
contribute to the company's success. Initiatives to encourage psychological safety, and a
feedback culture include people nominating themselves for a monthly ‘F*ck up
championship’ where people share to the whole company what they learned from a recent
mistake, to take the stigma out of failure.
When joining Clarasys, employees undergo a tailored training programme, called “Clarasys
Code” which focuses on emotional intelligence and training on how to live the company
values, to ensure people know how to put our values into practice.
Transparency has underpinned how Clarasys has structured their organization, with live
company-wide financial performance data available to all employees on demand, and
monthly Q&A meetings across the whole company.
Employees are also encouraged to take ownership of their personal growth and are provided
with personal allowances to spend how they want on L&D. Clarasys also fosters a culture of
work-life balance, understanding that employee well-being is crucial for sustained
performance and innovation. Regular social events, wellness programs, and flexible working
arrangements are just a few examples of how Clarasys prioritizes the holistic well-being of
its team members.
Conclusion
In summary, Clarasys stands out as a progressive organization that blends a flat,
decentralized structure with a strong focus on customer centricity and employee well-being.
These principles align closely with the RenDanHeyi management philosophy, It’s approach
not only drives exceptional business outcomes but also creates a vibrant and fulfilling
workplace for their employees, having been regularly recognised as one of the top 10
companies to work for in the UK (via the times top 100 companies survey).

9.1.6. Codewave: A Pioneer in Design Thinking, AI & Culture

Introducing Codewave
Codewave is a design-led technology development services company that redefines
traditional organizational structures through radical transparency and self-management.
Founded on principles of authenticity, transparency, empathy, teamplay, and
self-management, Codewave has successfully created a thriving ecosystem where
innovation and human transformation are paramount. Their unique organizational design,
“Org as a social network,” devoid of traditional managerial hierarchies, places immense trust
and autonomy in the hands of its people. This bold approach has led to negligible attrition
rates, high customer satisfaction, and a culture deeply loved by its employees.
Founded in 2013, Codewave has successfully completed over 400 digital transformation
projects globally across more than 15 industries, serving VCs, startups, SMEs, and
governments. The employees have launched new branches in Udaipur and Kolkata,
showcasing their autonomy and leadership. These expansions, driven entirely by team
members, highlight the company's culture of self-management and trust. Codewave
currently has a team of over 150 people, with multiple delivery centers across India and
several satellite offices around the globe.
Codewave is a prime example of RenDanHeYi in the software development industry. The
organization is structured as a social network and works under a self-management
framework known as "BeYourOwnBoss" Teams have full autonomy within predefined
boundaries for action and hold full responsibility for their p&L. There are profit-sharing
mechanisms on project and company - level and to top it all off, the company has become a
test bed for initiatives driven by the people. Two of the latest product MVPs - Glue and
Storymetrics are a vivid example of the entrepreneurial culture at Codewave.
Culture of Self-Management at Scale
Codewave believes that everyone is a creator and a leader. Its self-management framework,
known as "Be Your Own Boss" (BYOB), allows every individual to take charge of their roles,
responsibilities, and career growth. New project opportunities are openly broadcasted,
enabling team members to select projects that resonate with their passions. This autonomy
extends to team formation, where individuals choose their collaborators and define their
collective goals.
Codewave has a variety of organization-wide initiatives based on six critical success criteria:
revenue, profitability, self-management, customer Net Promoter Score (cNPS), employee
Net Promoter Score (eNPS), and thought leadership. These initiatives are further divided
into sub-initiatives, which are entirely run by employee volunteers. These volunteers recruit
people for their initiative teams, and team members are free to move from one initiative to
another. The guiding question for this flexibility is: "What's the most valuable work I could be
doing that I'm passionate about?" These initiative groups monitor the organization’s key
performance indicators (KPIs) regularly to ensure the organization is on the right track.
Employees are empowered to develop their own product ideas, transforming into
intrapreneurs and driving innovation. This entrepreneurial spirit has led to the creation of
pioneering products like Glue and Storymetrics. By fostering intrapreneurship, Codewave
evolves into a company of companies, where individual initiatives fuel collective success.
Teams operate with flexible roles and responsibilities, starting every project with a "Vision"
workshop to align on the client's objectives. The "Social Contract" established by team
members ensures accountability through agreed-upon social behaviors and consequences,
fostering a culture of mutual respect and responsibility. This self-regulating environment
eliminates the need for traditional management, enabling teams to make agile, local
decisions guided by the Boundaries of Action (BOA) tool.
The Boundaries of Action (BOA) at Codewave empower teams to make informed,
autonomous decisions within defined guidelines. Teams can:
Nominate peers for promotions and double hikes.
Set a hike budget for every season, evaluating revenues and profits.
Mine customer accounts for additional value creation.
Accept, reject, or negotiate change requests from customers.
Choose technologies from an approved pool or add new frameworks.
Hire directly in collaboration with the recruitment team.
Add or remove team members.
Decide where and how they work from, including timezones.
And more.
Teams are responsible for maintaining their project’s profit margins, ensuring they do not fall
below the minimum target set at project sign-off (e.g., signed profits may be 50%, with a
minimum target of 25%).
This tool ensures alignment with organizational goals, fosters accountability, and enhances
agility. Teams operate with trust and independence, driving better outcomes and overall
success.
Culture of Profit-Sharing
Codewave shares profits on the go rather than accumulating them. With a high
revenue-to-salary ratio, profits benefit both the people and the company. When a project
profits, a portion goes into the “project kitty,” which is equally distributed among team
members regardless of experience, and the rest goes into the “company kitty” to be shared
across the company and reinvested. The “company kitty” includes a company bonus
component, rewarding all employees.
This bonus scheme is switched on or off based on the company’s financial health and
market conditions. Employees are encouraged to set their aspirational salaries and take on
challenges to prove they can handle greater complexity and responsibilities.
Empowering People to be Design-Thinkers
Design thinking is at the core of Codewave’s ethos. The company empowers its people to
think creatively, ask critical questions, and influence project outcomes. Every team member,
irrespective of their title, is encouraged to adopt a design-thinking mindset, allowing them to
innovate and solve complex problems effectively. The performance
parameters—dependability, competence, self-management, teamplay, and impact—highlight
a commitment to nurturing holistic leaders who excel in both technical skills and human
values.
Codewave's Peerly practice fosters continuous growth through peer-to-peer performance
nudging, eliminating the need for annual reviews. Teams provide real-time feedback,
promoting a culture of accountability and mutual improvement. This approach ensures that
feedback is timely, constructive, and directly actionable. Peerly helps individuals grow
holistically, balancing technical skills and interpersonal development.
This culture of continuous feedback and growth ensures that teams remain nimble and
proactive. High performers at Codewave are not just exceptional in their roles but also
demonstrate strong interpersonal skills and a commitment to collective success. This unique
blend of capabilities and character drives innovation and sets the company apart in the
industry.
Building Glue: Productizing the Culture
Recognizing the power of its self-management culture, Codewave set out to build Glue—a
product designed to help other organizations adopt and thrive with similar practices. Glue
encapsulates the principles of autonomy, transparency, and peer-based growth into a
scalable framework. It provides tools for decentralized decision-making, continuous
feedback, and transparent performance management, enabling teams to operate with the
same level of trust and autonomy that has fueled Codewave’s success.
Glue is more than a tool; it is a movement towards a more human-centric approach to work.
By productizing its culture, Codewave aims to transform workplaces around the world,
promoting environments where individuals can be their authentic selves, collaborate
effectively, and drive meaningful innovation.
Glue is MVP-ready and in a pre-revenue stage.
Building Storymetrics: Using AI to Create an Open World
Storymetrics, Codewave’s latest venture, is set to revolutionize the way organizations
access and interpret data. Storymetrics leverages the power of AI to democratize data,
making it transparent and accessible to everyone within an organization. By transforming
raw data into compelling narratives, Storymetrics enables employees at all levels to
understand and act on key insights, fostering a culture of informed decision-making and
continuous improvement.
Storymetrics is committed to creating an open world where data is not confined to the
“upper” management but is a shared resource that empowers all members of the
organization. This groundbreaking approach ensures that every individual has the
information they need to contribute to the company’s success, driving innovation and
fostering a deeper sense of ownership and accountability.
Storymetrics is MVP-ready and in a pre-revenue stage.
Conclusion
Codewave stands as a pioneer of empowerment, innovation, and human-centric work
culture. Through its radical transparency, self-management practices, and design-thinking
ethos, it has created a thriving ecosystem where individuals are empowered to achieve their
greatest potential. The products, Glue and Storymetrics, extend Codewave’s vision to other
organizations, helping them embrace the future of work. The principles it is built on as well
as its strong entrepreneurial culture strongly align with the RenDanHeYi management
philosophy underscoring its pioneering organization setup. As Codewave continues to push
the boundaries of what is possible, it remains committed to transforming workplaces and
shaping a more open, inclusive world.

9.1.7. Cyberclick: Pioneers in Digital Marketing and Employee Happiness

Introducing Cyberclick
Established in 1999, Cyberclick is a leading digital marketing agency headquartered in
Barcelona, Spain. The firm specializes in a broad range of online marketing services
including SEM, SEO, social media marketing, email marketing, and content marketing. With
a team of about 100 people, Cyberclick is renowned for its innovative approach to capturing
potential clients through various digital advertising strategies. Their mission is to optimize
customer acquisition costs and enhance the online presence of the brands they work with.
Cyberclick has been reinventing zero distance practices in line with the RenDanHeYi
philosophy for over 25 years. They consider themselves 'customer experience freaks' and
have gone to great lengths to remove barriers between team members and end users of
their services. Autonomy is visible in the lack of top down goals and the right of people to
decide what to work on to satisfy the customers and deliver outstanding results. To ensure
alignment and co-sharing, the company also has a profit-sharing program, where above a
certain profit margin, the profit gets divided among the employees.
Organizational Structure
Cyberclick boasts a dynamic organizational structure that emphasizes flexibility and
collaboration. The company operates with a flat hierarchy, encouraging a culture of open
communication and teamwork. There are no bosses, no top-down goals and a bare
minimum of guardrails to sustain their innovative way of work. Work is performed into small
autonomous teams where team size is limited in the range 8 to 16 people maximum. The
role of the company founder, David Tomás, is limited to inspiring the team to seek and
venture in new directions. Essentially, all decisions are made by the relevant people on the
team.
Customer Centricity and Autonomy
Cyberclick is one of the pioneers of online advertising and marketing in Spain. With a track
record that goes back to the end of the 90s, they were the first to guarantee results in online
advertising and work on generating new leads. Their progressive approach provides
freedom for people to experiment and an inspiring peer-to-peer community that drives ever
better results for the team and for the clients. In fact two of the three company values
(defined by the team) are directly relevant to how the company services its customers:
"always find a better way" and "customer experience freaks". Both underline the strive to
create the ultimate customer experience and upgrade their offering with every project they
undertake.
Internal Culture and Employee Engagement
Cyberclick's internal culture is built on principles of transparency, collaboration, and
continuous learning. The company practices what they call "Practical Happiness" which
includes regular check-ins to gauge employee satisfaction, implementing flexible working
hours, and fostering a culture of trust and autonomy. Cyberclick stands firmly behind the
belief that happy employees are more productive and creative, leading to better outcomes
for clients.
The company works with 'Open book management'. Everyone gets trained to understand the
basics of the financials of the company. This transparency and aligned interest is
supplemented by a profit-sharing program, where above a certain profit margin, the profit
gets divided among the employees.
To ensure their way of work is sustainable in the long run, the people at Cyberclick learn
together and do not shy away from difficult conversations. Besides, they have gone to great
lengths to ensure only the right people join the team.
While in m
ost companies the recruitment process ends with the first day of the person at the office, it is
fair to say that in Cyberclick, this step is in the very beginning of a lengthy and well-thought
out process:
About 3 out of 4 applicants are invited for a visit to the company
They are tested by the team and the direct colleagues on: skills, personality, and behavior
Multiple reference calls are made to previous employers
Once selected, the applicant starts working for 3 weeks
After 3 weeks, the team evaluates the new employee. They have a strong focus on the new
employee's alignment with the company values. Every team member can use a veto during
the evaluation
After 3 months, there's another evaluation with a similar process
Once the employee has successfully passed all stages, he has a decision to make. He can
choose to (1) take the job, or (2) not take the job and receive a 2-month bonus on top of the
salary for the time worked
Conclusion
All in all, Cyberclick walks its talk and strives to constantly reinvent what it means to create
"The Happiest Company In The World". Through its flexible organizational structure,
customer-centric approach, and people-centric internal culture, Cyberclick is a prime
example of RenDanHeYi principles in the digital marketing industry.

9.1.8. Empowering Digital Excellence through Holacracy: The Liip Way

Introducing Liip
Liip is a pioneering digital agency based in Switzerland, operating from six offices located in
Zurich, Lausanne, Bern, Basel, Fribourg, and St. Gallen. Since its inception, Liip has grown
to employ 220 talented professionals, making significant strides in the IT industry. The
company is renowned for delivering high-quality digital services, including web and mobile
application development, e-learning tools, and digital strategy solutions. Liip prides itself on
fostering genuine partnerships with its clients, driving innovation, and contributing to digital
progress through a human-centered approach.
At the core of the organization is a drive to contribute to a future that works for everyone
towards sustainable digital human progress.
Liip is a prime example of RenDanHeYi in the digital services industry. It prides itself on
fostering true partnerships with its clients. Besides, it's among the pioneers of holocracy in
Switzerland ensuring autonomy and distributed authority among teams who work closely
with the customer.
Organizational Structure
Liip's organizational structure is a testament to its commitment to innovation and employee
empowerment. Since 2016, Liip has been fully structured according to Holacracy, becoming
the first company in Switzerland to adopt this system. Holacracy replaces traditional
hierarchical management with decentralized governance, allowing teams to self-organize
and manage their own operations. This system fosters an environment where employees are
given the autonomy and authority to make decisions, directly impacting the success and
direction of their projects. Each team owns its business or market segment and maintains
direct relationships with clients, ensuring responsiveness and alignment with client needs.
Client Collaboration
At Liip, close collaboration with clients is essential. At the core of the relationships Liip builds
with its clients are geographical and cultural proximity, close collaboration and local
development. The self-managing teams interact directly with clients, ensuring that
communication is seamless and that client needs are promptly addressed. This direct
interaction allows Liip to tailor its solutions to the specific requirements of each project,
fostering a collaborative environment where clients are seen as partners and mutual trust is
developed. The teams’ autonomy in decision-making enhances the quality and efficiency of
service delivery, as they can quickly adapt to changes and implement solutions that are both
innovative and practical.
Internal Culture
Liip's internal culture is deeply rooted in autonomy, transparency, and shared success. The
company’s adoption of Holacracy has created a flat organizational structure where traditional
managerial roles are replaced with roles defined by clear responsibilities and
accountabilities. Financial indicators and impact metrics, aligned with the Sustainable
Development Goals (SDGs), are openly shared at all levels of the organization, from
project-level to the organizational level. This transparency ensures that every employee is
aware of the company’s financial performance and “contribution to the world”.
Decision-making at Liip greatly lies in the power of every role-holder, driven by guiding
principles underlying the values and identity of the organization:
Purpose over profits
Open over closed
Challenge over comfort
Trust over control
Practice over theory
Flexibility over strength
We over me
Liip’s “ways of work”, often unique in Switzerland, have earned the company several
“employer awards” throughout the years. For example, Liip practices transparent salaries
(both the values and the process) and operates an egalitarian bonus system where either
everyone receives a bonus, or no one does, fostering a sense of unity and shared purpose.
This approach ensures that all employees are motivated to contribute to the collective
success of the company. Additionally, Liip is in the process of achieving B Corp certification,
further solidifying its commitment to sustainability, social responsibility, and the well-being of
its team and the wider community.
Conclusion
Liip exemplifies the principles of RenDanHeYi - innovation, employee autonomy, and
client-centricity. Its progressive organizational structure, collaborative approach with clients,
and transparent, inclusive culture sets it apart as a leader in the digital agency landscape.

9.1.9. ET Group: Pioneering Human-Centric Workplaces

Introducing ET Group
Founded in 1977, ET Group is a leader in the Canadian audio-visual industry, specializing in
designing and implementing hybrid workplace solutions. With a team of more than 100
professionals, the company leverages technology to enhance human connections, fostering
more collaborative and productive workplaces. Their mission is to create environments
where teams can thrive and collaborate effectively, regardless of their physical locations.
ET Group is an excellent example of RenDanHeYi in Canada not only because they have
successfully transitioned towards a decentralized organizational design without middle
management. They are a pioneer as fuelled by the level of autonomy provided to the team,
they continue to reinvent and evolve their services and value proposition in line with
customer needs.
Transformation Through Leadership
By 2016, ET Group was facing significant financial and cultural challenges, and the company
had lost its sense of fun and engagement. Recognizing the need for change, Dirk Propfe
stepped into the CEO role and initiated a fundamental transformation of the organization. He
introduced three guiding principles to create a life-giving organization:
People come alive when they have autonomy and purpose.
People come alive when they receive a fair share of the value they generate.
People come alive when they bring more of themselves to work.
These principles became the foundation for a new direction, aiming to revitalize ET Group's
culture and ensure long-term success. Since the transformation began, ET Group has
achieved remarkable results:
Growth: The company has grown an average of 30% per year for the last 8 years.
Employee Happiness: ET Group’s employee net promoter score is consistently over 50, a
level considered excellent.
Workplace Culture: More than 97% of team members believe ET Group is a great place to
work.
Decentralized and Collaborative Structure
ET Group is a pioneer in decentralized ownership, with a share ownership plan that has
enabled 50% of the team to collectively own 25% of the company. The company is on track
to becoming the first in Canada to be majority-owned by employees, thanks to new
legislation supporting the creation of employee ownership trusts. These trusts allow
employees to become owners without having to risk their own money.
To empower employees at every level, ET Group employs distributed decision-making
processes such as advice processes and consent processes. These methods enable team
members and teams to respond to customer needs more quickly, enhancing the level of
service, care, and attention provided to clients. This approach fosters deep trust and
appreciation from clients and allows continuous improvement and innovation, as each team
member can sense and respond to challenges and opportunities. The results speak for
themselves: delighted clients and more than 80% of ET Group's revenue comes from
recurring clients.
Key practices include:
Circle-Based Governance: Teams self-organize around specific domains, which enhances
decision-making efficiency and responsiveness.
Role Definition and Clarity: Team members can energize multiple roles, evolve their
accountabilities, and create new ones as needed. This promotes autonomy, accountability,
and a deep sense of ownership.
Holacratic Practices: Regular meetings focus on operational and strategic issues, driving
continuous adaptation and improvement.
Self-Set Salaries: Employees set their own salaries through a structured advice process
involving peer feedback and market standards, ensuring fairness, transparency, and equity.
Innovative Compensation Model: ET Group has replaced traditional incentives like sales
commissions with a company-wide performance bonus system, where 33% of profits are
regularly distributed among those energizing roles on an ongoing basis, including both
employees and contractors. This approach aligns individual contributions with the company’s
overall success, fostering a culture of collective achievement and shared rewards.
Customer-Centric Approach
ET Group prioritizes a "zero distance" philosophy inspired by the Chinese company Haier,
striving to stay as close to the customer as possible. This proximity allows ET Group to
better listen, adapt, and innovate based on clients' needs and challenges. The company is
organized in a client-centric way, with many teams focused on serving similar types of
clients.
An example of this approach is how ET Group responded to the needs of the Ontario Justice
cluster during COVID-19. When the province required 100 courtrooms to be equipped for
hybrid proceedings to maintain distancing requirements, ET Group's proximity to the client
enabled rapid action. Justice workflows are complex, especially in a hybrid context, but ET
Group moved from need identification to a field prototype of a custom mobile cart
system—complete with multiple cameras, microphones, and displays—within just six weeks.
Within three months, they deployed 60 of these carts throughout Ontario, showcasing their
ability to quickly respond to new requirements.
After COVID-19, ET Group noticed that many current and prospective clients were struggling
to adapt to a hybrid work reality. In response, the company developed workshops to explore
the challenges of hybrid work and introduced a new framework that highlights different
aspects that need to be considered, such as space, technology, social interactions, and
organizational paradigms. This initiative has led to invitations to deliver keynotes on hybrid
work and has positioned ET Group as thought leaders in this area. ET Group now offers
hybrid discovery experience workshops to help leading Canadian organizations understand
the dynamics of hybrid work, develop best practices, and assist with implementation and
strategy design.
Culture of Authenticity and Inclusion
ET Group fosters a culture of continuous learning, innovation, and inclusivity, encouraging
employees to bring their whole selves to work. Key practices include:
Check-Ins and Check-Outs: These practices enable team members to share personal
insights and emotions, enhancing team coherence and trust.
Team Connects: Facilitated sessions designed to strengthen team bonds and
communication.
Liberating Structures: Techniques used to harness the collective i
ntelligence of the team, ensuring every voice is heard and valued.
Personalized Development: Each team member is encouraged and supported in their
personal and professional growth, with resources dedicated to continuous development.
Awards and Recognition
ET Group's innovative approach has been widely recognized. In 2021, they won the
inaugural Tony Hsieh Award for innovative ways of working. The company is consistently
ranked among Canada's best workplaces in technology. In 2024, ET Group received
employee engagement awards from the NSCA, underscoring their commitment to creating a
supportive and empowering workplace.
Commitment to Evolution
ET Group is committed to creating a healthier and more meaningful workplace. Their
continuous investment in innovative practices and collaboration with changemakers has
solidified their industry-leading profitability and ability to attract top talent. This evolution from
a traditional hierarchical company to a thriving, self-managed organization exemplifies their
dedication to empowering and valuing people at every level. The transition and the resulting
zero-distance to customer, team and employee autonomy as well as the efforts made
towards employee ownership are all examples of RenDanHeYi principles embedded in ET
Group's organizational design.
For more information, visit ET Group to discover how they are revolutionizing the way people
connect and collaborate in the workplace.

9.1.10 The Target Teal

Introducing Target Teal

Target Teal stands out in the field of organizational design consultancy, redefining traditional
business structures through its unique approach to self-management, decentralized
decision-making, and collaborative work culture.
At its core, Target Teal aims to transform how organizations function by promoting
evolutionary social systems, self-management, and a healthy organizational culture. Their
principles are deeply rooted in autonomy, radical transparency, and shared ownership. By
operating as a collective of 10 interdependent consultants and facilitators, Target Teal
emphasizes the power of collaborative work and shared purpose.
Target Teals is a prime example of RenDanHeYi in the management consultancy industry.
They fully walk their talk by decentralizing decision-making, organizing fluidly around
customer needs, committing to radical transparency in their operations and sharing the value
created in their work. In addition they are constantly reinventing the tools they provide to
clients on their own road to self-management - the latest being an AI assistant that guides
their clients in their journey with the O2 model.
Organizational Structure
Target Teal operates as an unincorporated joint venture, where each facilitator is an
autonomous entrepreneur running their own company. This structure eliminates traditional
hierarchies and allows for a high degree of decentralization. Key aspects of their
organization include:
No Owners, Bosses, or Employees: Target Teal has no central ownership or hierarchical
positions. All members are equal partners, each contributing to the collective without the
constraints of traditional job titles or roles.
Role and Circle-Based Structure: The organization is structured around roles and circles
rather than hierarchical positions. This means that work is organized based on functions and
responsibilities and it adapts constantly as you can see here in this presentation.
Decision-Making Through O2 Social Technology: Decisions and asset management are
facilitated through the O2 (Organic Organization) social technology. This method ensures
that all voices are heard and that decisions are made collaboratively.
Approach to clients
Target Teal's approach to client interaction and project management is built on the principles
of self-management and autonomy. Each consultant within the collective has the freedom to
generate their own income through individual projects and partnerships. This model
empowers consultants to take ownership of their work and directly engage with clients,
fostering stronger, more personalized relationships.
Target Teal is not just about consultancy; they are also educators and thought leaders in the
field of organizational design. Their offerings include:
Courses and Workshops: Target Teal offers courses that disseminate their knowledge and
methodologies to other consultants and organizations. These courses cover topics such as
self-management, organizational culture, and the O2 social technology (which has been
described in more detail below)
Model Book and Open Source Meta-Agreements: They provide resources like the "Model
Book" and open-source meta-agreements, making their practices and principles accessible
to a broader audience.
AI Assistants trained in the O2 model, that help people self-learn and navigate the model
and their specific organizational challenges.
Public Drive: Target Teal maintains a public drive where they share their content, further
promoting transparency and knowledge sharing.
This radical transparency related to all their resources and know-how is another testament to
the partnership approach of Target Teal embedded across all their work and stakeholder
relationships.
About O2 Method
While O2 can facilitate a full transition to self-management, its real strength lies in its
versatility. It provides a rich set of tools and concepts that can be applied selectively to
address specific organizational needs, making it a valuable resource for a wide range of
clients with diverse challenges and objectives.
Flexible Application: While O2 is designed as a catalyst for self-management, its
components can be selectively applied to address specific organizational issues without
necessarily implementing the entire system of Roles, Circles and Meetings.
Library of Patterns: O2 includes a constantly evolving library of design patterns. This library
serves as a repository of solutions that organizations can draw from to address particular
challenges they face.
Diverse Influences: O2 is built upon various management and organizational theories,
including Holacracy, Sociocracy 3.0, Agile Software Development, Getting Things Done, and
others. This diverse foundation makes it applicable to a wide range of organizational
contexts and problems.
Solving Challenging Issues: For clients facing specific organizational challenges, anyone can
leverage O2's concepts to provide targeted solutions. This might involve implementing
certain meeting practices, decision-making processes, or role-definition techniques without
overhauling the entire organizational structure.
Less complicated and broader focus than Holacracy. O2 recognizes and proposes strategies
for both organizational and interpersonal or relational spaces while maintaining a simpler
and straightforward language.
This makes O2 particularly suitable for organizations looking for a more customizable and
less rigid path towards improved organizational practices or full self-management.
Internal Culture
The culture at Target Teal is one of openness, trust, and mutual support. The absence of a
traditional hierarchy means that every member's voice is valued, and decisions are made
collectively. This fosters an environment where creativity and innovation can thrive, as
consultants feel empowered to explore new ideas and approaches. The use of the O2 social
technology further enhances this culture by ensuring that all decisions are made with input
from everyone involved, promoting a sense of ownership and accountability.
All members are accountable for their results, and the organization practices radical
transparency. Key practices include:
Transparent Information Sharing: All information about projects and contracts is openly
shared among members. This transparency fosters trust and collective responsibility.
Internal Banking System: Target Teal uses an innovative internal tool that functions as a
bank. This system collects taxes from consultants and provides a means to circulate money
within the collective. A special fund, created from 15% of every invoice, is used to pay
partners working in supporting roles.
Revenue Sharing through the Money Pile Method: Revenue from courses offered by Target
Teal is shared using the "Money Pile" method as well as more than 50% of consultancy
projects are shared thi way. In this method not only effort and value added by each partner is
compensated but also the personal financial situation is taken into account by all involved.
Target Teal is a distributed organization with no physical office or specific address. This
distributed nature allows them to operate flexibly and adaptively, drawing on a diverse range
of perspectives and expertise from their ten partners. Each partner operates their own
independent “fiscal” company, contributing to the collective's goals and vision.
Conclusion
Target Teal exemplifies a forward-thinking approach to organizational design, challenging
traditional business structures and promoting a model based on autonomy, radical
transparency, and collective success - all of these in line with the RenDanHeYi management
philosophy. Through their commitment to these principles, Target Teal not only delivers
exceptional consultancy services but also pioneers a new paradigm for organizational
success.

9.1.11. VIVA! Conversion

Introducing Viva! Conversion

Founded in 2017 by Toni Fernández Lázaro, a former Google employee, VIVA! Conversion
has emerged as a leader in the digital performance marketing industry. Starting with a team
of 8, the company initially focused on pay-per-click (PPC) marketing but has since expanded
to include SEO and growth marketing. Today, VIVA! Conversion offers a comprehensive
suite of services including SEO, conversion rate optimization (CRO), marketing automation,
web analytics, and web development with a team of over 40 people.
Viva! Conversion embarked on its self-management journey about a year ago and is
gradually embedding in its organizational design principles that align with the RenDanHeYi
philosophy. Starting with transparency and decentralized structure, the company is
transitioning towards full autonomy of the people closest to the problems of the end-user.
Together with its value sharing mechanism, this makes for a prime case of zero distance
excellence.
Organizational Structure
With growth, Toni increasingly recognized the limitations of a traditional hierarchical structure
and the inefficiency of concentrating the full decision-making power in his own position as a
Founder and CEO. This is why in 2023 Toni embarked on a journey to transform VIVA!
Conversion into a self-managed organization. Inspired by Frederic Laloux's "Reinventing
Organizations," Toni sought alternative management approaches, engaging with experts and
learning from other companies that had successfully implemented similar changes.
The current structure of VIVA! Conversion is flat and decentralized, encouraging employees
to take ownership of their work. Teams are organized around specific services but work
collaboratively to provide integrated solutions, enhancing both efficiency and innovation.
While some of the teams, which concentrate higher volumes of workload, still exhibit some
form of middle management, Toni is actively working on completing the full transformation
towards an empowered network of teams.
Approach to Clients
VIVA! Conversion’s approach to clients is rooted in transparency, trust, and a commitment to
delivering measurable results. They form long-term partnerships with their clients, integrating
themselves as part of the client's team rather than just service providers.
Their methodology is heavily data-driven, combining scientific methods with the team's
extensive experience. This balanced approach allows VIVA! Conversion to navigate the
ever-changing digital landscape effectively. High communication standards and constant
availability are key components of their client service, ensuring clients are always informed
and involved in the decision-making process.
Internal Culture: Autonomy and Ownership
The transition to a self-managed organization has empowered employees to take initiative
and drive their projects forward, fostering a culture of innovation and responsibility.
Several initiatives have been implemented to support this cultural shift:
Profit Sharing: The company shares 25% of its profits with all employees, aligning individual
success with the company’s overall performance.
Open Book Management: Financial transparency is practiced by opening the company’s
financial books to all employees, fostering a sense of ownership and accountability.
Decentralized Decision-Making: Employees are encouraged to take ownership of their work
and participate in decision-making processes, reducing reliance on top-down directives.
Salary Transparency: Open discussions about salaries promote trust, fairness, and open
dialogue around compensation.
Conflict Resolution Protocol: A structured approach to resolving conflicts encourages direct
communication and collaboration among employees.
Transitioning to a self-managed organization has not been without challenges. Some
employees were initially resistant to the change, accustomed to traditional hierarchical
structures. There was also a need to establish clear guidelines for decentralized
decision-making to avoid confusion and conflicts.
Despite these challenges, VIVA Conversion remains committed to refining its approach. The
company is exploring the implementation of holacracy. This move aims to provide more
clarity, order, and accountability.
Investments in soft skills and leadership development training are also planned to equip
employees with the necessary skills to handle conflicts, improve self-awareness, and foster
healthy relationships.
Conclusion
VIVA! Conversion's journey towards self-management exemplifies their commitment to
creating a more empowering and fulfilling work environment. By embracing transparency,
decentralizing decision-making, and fostering open communication, the company aims to
unlock the full potential of its employees. In the process it has also created an organization
that closely resembles the principles of RenDanHeYi. While challenges exist, VIVA!
Conversion is dedicated to evolving and refining its approach, setting a benchmark for other
organizations seeking to embrace transformative ways of working.

9.1.12. foryouandyourcustomers

introducing foryouandyourcustomers
foryouandyourcustomers, founded in 2010, is a trailblazer in the digital transformation and
consulting industry. Established to help businesses navigate the complex landscape of
digital change, the company offers a suite of services including strategy consulting, user
experience design, and IT architecture. With offices spread across Europe and Australia,
foryouandyourcustomers has grown to employ over 250 professionals. The company’s
mission is to enhance digital maturity for its clients, ensuring businesses can effectively
leverage technological advancements to achieve their goals. The aim of the founders has
been to create an integral business that is surprisingly simple, relationship-ready, pioneering
and thoughtful.
foryouandyourcustomers is a vivid example of RenDanHeYi in the digital transformation
industry across Europe and Australia. They strive towards integral business development
that remains true to core principles - small autonomous cells, servicing clients directly and a
culture that prioritizes work-life balance and inclusivity.
Decentralized and Agile: The Organizational Structure
foryouandyourcustomers stands out for its unique organizational structure, which combines
elements of decentralization with agile methodologies. The company is organized into
autonomous cells, each responsible for its own set of clients and projects. This cell-based
structure is a stark departure from traditional hierarchical models, emphasizing flexibility and
responsiveness.
A fundamental aspect of foryouandyourcustomers is the belief that every employee
contributes to their own well-being and to the success of their cell, the entire group, and their
clients. This view of paid work as an integral part of life supports self-development. The
company limits the size of each cell to 25 employees to foster strong personal connections
and personalized guidance. When a cell reaches its maximum capacity, it splits to form a
new cell, maintaining the close-knit environment.
Each cell operates with a high degree of independence, making quick decisions and
adapting to client needs without extensive bureaucratic delays. This setup allows for a more
personalized approach, with teams deeply immersed in their clients’ businesses,
understanding their specific challenges and opportunities. The vertical integration within the
company ensures consistency and alignment with overarching goals and values, but the
day-to-day operations are driven by empowered teams that thrive on innovation and
collaboration.
Customer Centricity at Its Core
At foryouandyourcustomers, customer centricity is not just a buzzword; it’s a fundamental
part of their operating philosophy. The company’s decentralized structure allows for a closer,
more collaborative relationship with clients. Each cell, functioning like a small, dedicated
consultancy, has the autonomy to tailor solutions specifically to the client’s needs, ensuring
that the services provided are both relevant and impactful.
This customer-focused approach is further enhanced by the company’s commitment to
continuous learning and adaptation. Teams are encouraged to stay abreast of the latest
industry trends and technological advancements, which they can then leverage to offer
innovative solutions. This proactive stance means that clients benefit from cutting-edge
strategies and tools, helping them to stay competitive in an ever-evolving digital landscape.
Moreover, foryouandyourcustomers fosters a culture of transparency and open
communication, both internally and with clients. This openness builds trust and facilitates a
deeper understanding of client needs, enabling the company to deliver high-quality,
customized solutions consistently.
A Culture of Autonomy and Learning
foryouandyourcustomers’ company culture is a testament to the power of autonomy and
learning. The company invests heavily in the professional development of its employees,
offering a range of training programs and opportunities for career growth. This focus on
learning ensures that team members are equipped with the latest skills and knowledge,
which they can then apply to their work.
The company also places a strong emphasis on work-life balance and creating a supportive,
inclusive environment. Employees are encouraged to share ideas and collaborate across
different cells and regions, fostering a culture of innovation and mutual respect. This
collaborative approach not only enhances job satisfaction but
also drives the company’s mission of delivering exceptional value to clients.
foryouandyourcustomers’ commitment to transparency is evident in their internal practices.
Regular team meetings, open forums, and a flat communication structure ensure that
everyone is on the same page and has a voice in the decision-making process. This
openness builds a sense of community and shared purpose, motivating employees to
contribute their best work.
Conclusion
foryouandyourcustomers exemplify the principles of modern, progressive business practices.
Their decentralized, customer-centric approach, coupled with a strong culture of autonomy
and learning, closely aligns with the RenDanHeYi management philosophy and sets them
apart in the digital transformation space.

9.2. Manufacturing & Industrial Companies

Fractal self-similarity in production processes, decentralization in quality control, and
scalable manufacturing structures.

9.2.1. Walter Pack

Introducing Walter Pack

Walter Pack is not just a company; it's a dynamic ecosystem dedicated to pioneering
functional decorative parts for the automotive, electronics, and home appliance industries.
Established in 1992, the company has consistently pushed the boundaries of design and
technology, making it an international benchmark in its field.
Walter Pack operates as a multi-technology group, leveraging complementary capabilities
across its various subsidiaries. Headquartered in Bilbao, Spain, with significant operations in
Mexico, the company offers a comprehensive suite of services. These include strategic
consultancy, design, prototyping, injection molding, and the production of medium series of
highly specialized parts. This structure allows Walter Pack to maintain agility and
responsiveness across different markets and technological domains​
The company currently boasts a team of over 400 people across the consolidated
subsidiaries in Spain and Mexico.
Walter Pack is a prime example of RenDanHeYi in the automotive industry. The company is
structured into a network of autonomous teams which service the different technology
streams. Walter Pack has a particular focus on R&D and anticipation of customer demands
which has enabled its stable evolution over more than 25 years. Their success also
translates into superior terms for the entire team as the company offers 30% profit share to
its employees.
Organizational Structure
Founded by Miguel Bernar Borda, the company spent the first years growing in a more
traditional manner. After reaching the 70-80 people mark and considering the addition of
more management layers, the founder started looking for alternative structures in order to
protect the spirit of the company and the strong relationships in the teams. As a result in
2007, Walter Pack embarked on the application of the NER approach. In terms of structure,
this new approach led to the abolishment of traditional hierarchies and the creation of
internal networks of empowered teams divided in the four main technologies developed in
the company.
Approach to Clients
Walter Pack’s client-centric approach is rooted in its commitment to innovation and quality.
By mastering advanced technologies such as In-Mold Decoration (IMD) and In-Mold
Labeling (IML), the company provides creative and high-value solutions tailored to the
specific needs of its clients. The strategic alliance with Grupo Antolin, one of the largest
vehicle interior manufacturers globally, exemplifies Walter Pack's dedication to integrating
top-tier technological components and maintaining its position as a leader in the automotive
sector​.
This partnership not only enhances Walter Pack's product offerings but also strengthens its
ability to meet the evolving demands of the global market. The company’s philosophy of
anticipating customer needs and delivering robust solutions ensures long-term relationships
and continuous growth alongside its clients.
Innovation at Walter Pack goes beyond technology; it encompasses a holistic approach to
design, functionality, and sustainability. The company integrates cutting-edge techniques to
create aesthetically pleasing and functional parts, including features like 3D effects, haptics,
and dynamic lighting systems. These innovations not only meet the technical specifications
but also enhance the user experience by adding sensory dimensions to the products​​.
Moreover, Walter Pack’s commitment to sustainable practices is evident in its policies and
operations. The company aligns its growth strategies with environmental stewardship and
social responsibility, ensuring that its advancements contribute positively to society and the
planet​.
Internal Culture: Autonomy and Ownership
At the heart of Walter Pack’s success is its vibrant internal culture, which emphasizes
autonomy, ownership, and profit-sharing. The company believes that its employees are its
most valuable asset, and this is reflected in its commitment to sustainable human
development and equality​​.
Walter Pack operates within the NER Group framework, which fosters a cooperative and
participatory work environment. This approach empowers employees by involving them in
decision-making processes and promoting a sense of ownership over their work. By sharing
30% of profits in its Spanish subsidiaries and providing a unique model of compensation
across all locations, Walter Pack ensures that all team members benefit from the company’s
success​.
A true testament to the ethos of Walter Pack is the fact that it has sailed through more than
one economic crisis without laying off people. This has enhanced the trust already
strengthened by radical transparency and has ensured the commitment of the team. So
much so that in a region where having a union is the easiest thing teams can request, the
team at Walter Pack operates without the protection of a workers union.
Conclusion
Walter Pack stands as an important example of how modern companies can blend
technological prowess with a human-centric approach to business. Its organizational
structure supports agility and innovation, its client relationships are built on trust and mutual
growth, and its internal culture champions autonomy and aligned interest through
profit-sharing. This combination fully aligned with the RenDanHeYi philosophy. It drives the
company’s success and sets a standard for automotive industry best practices.

9.2.2. Indaero
Transformation to Self-Management
Introducing Indaero
Indaero, founded in 1969 and based in Seville, Spain, specializes in engineering and
manufacturing within the aerospace sector. Known for its high-quality production of aircraft
labels/decals/placards, aircraft covers, and aeronautical parts and structures for the interiors
of the aircraft, Indaero is a significant supplier to major companies like Airbus. Today the
company employs over 40 people dedicated to building trust in their work with customers
through quality and excellence in research and development.
Indaero is an excellent example of a company embedding RenDanHeYi principles in its
work. They have undergone a major transformation towards self-management and
distributed authority in the past and are already witnessing results better than any
improvements expected around both customer satisfaction, financial results as well as team
engagement and shared rewards.
Organizational Structure
Historically, Indaero operated under a traditional hierarchical structure. In the summer of
2023 the company was acquired by Krisos, a private equity fund which does management
buy-outs and transforms organizations towards self-management. The transformation,
guided by the NER (new style of relationships) framework, eliminates traditional hierarchies
in favor of self-managing teams and elected representatives. This shift aims to empower
employees, fostering a culture of shared leadership and collective decision-making.
Customer Focus
Indaero's transformation has reinforced its customer-centric approach. By enhancing
employee engagement and transparency, the company aims to improve its responsiveness
and innovation, ensuring higher quality and more reliable service for its clients, particularly in
the highly demanding aerospace sector. Moreover, most of the former senior managers have
transitioned to client-facing roles which has further enhanced customer relationship
management and overall experience.
Among other efforts, the transformation has also unleashed team proactiveness and one
year later there are micro teams set-up to drive bold efforts in sustainability and ethics.
Internal Culture
The transformation to self-management has significantly impacted Indaero's internal culture.
Key changes include:
Transparency: Full financial transparency has been implemented, helping employees
understand the company's financial health and contributing to a shared sense of ownership
and responsibility.
Profit Sharing: A profit-sharing scheme allocates 25% of profits to employees, aligning
individual and company success.
Training and Development: Extensive training programs in decision-making, conflict
resolution, and meeting effectiveness have been introduced to support the new
organizational model.
Salaries and Incentives: A new salary system, co-created by employees, has been
established, resulting in significant salary increases and fairer compensation structures.
Collaborative Governance and Integrative Decision Making: A series of decision making
bodies with significant representation from all teams, that utilize advanced social
technologies such as consent decision making, to ensure a good balance of robust and agile
decisions.
Transformation Process
The transition to self-management at Indaero is an ongoing process. Initial steps included
gaining employee buy-in, with 87% voting in favor of the acquisition and transformation plan.
The implementation has involved creating co-creation teams, simplifying financial reporting,
and establishing clear operational rhythms.
Challenges and Progress
The shift to self-management has not been without challenges. Adjustments to new roles,
resolving past power dynamics, and mastering the new evaluation criteria for salaries have
required time and effort. However, the transformation has already shown positive results in
terms of employee engagement, team spirit, and financial performance, with revenues
significantly exceeding expectations and EBITDAexpected to double in 2024.
Conclusion
Indaero's journey towards self-management exemplifies a radical shift in organizational
structure, customer focus, and internal culture. By embracing self-management, Indaero has
become more agile, innovative, and responsive to customer needs, while also fostering a
more engaging and satisfying work environment for its employees. This case study
highlights the potential of self-management to drive organizational success and employee
well-being, offering a model for other companies considering similar transformations. The
outstanding results Indaero has achieved in less than a year is another testament to the
inherent value of the RenDanHeYi philosophy - zero distance to customers, autonomy and
shared rewards.

9.2.3. Morning Star

Pioneering Self-Management in Manufacturing
Introducing Morning Star
Founded in 1970 by Chris Rufer, The Morning Star Company is the world's largest tomato
processor, based in California, U.S.A. The company processes tomatoes into various
products including paste, diced tomatoes, and purees. Morning Star permanently employs
approximately 500 year-round employees, with an additional 2,000+ seasonal workers
joining the organization for the peak harvesting season. The company operates three
processing facilities in California, delivering superior customer value through teamwork,
reliability, innovation and sustainability​.
With their pioneering work of dynamic organizational roles Morning Star is an excellent
example of RenDanHeYi principles in the food processing industry. Their innovative
management model dates back over 30 years. The company has no bosses and every
organizational-design decision stems from one of two principles: all interactions should be
voluntary and people should honor their commitments. The results is an agile organization
driven by personal missions and peer-to-peer commitments that ranks top in their field of
work.
Organizational Structure
Morning Star is renowned for its unique self-management organizational structure, which
eliminates traditional hierarchical roles and titles. The company regards employees as
professional colleagues, operating with high levels of autonomy and accountability. At the
core of this unique organizational model is a crucial mindset following two main principles:
First, people should not use force against others; all interactions should be voluntary. And
second, people should honor the commitments they make to others.
Customer Centricity and Autonomy
Each colleague has a personal mission aligned with the company’s Mission, Vision and
Principles, and all roles are designed to be dynamic and self-directed. This approach fosters
a culture of trust, transparency, and continuous improvement, encouraging colleagues to
take ownership of their work and contribute meaningfully to the company's success​.
Colleagues exercise their inherent power to address customer needs promptly and
innovatively, ensuring a high level of responsiveness and personalized service. This
autonomy helps Morning Star maintain strong, long-term relationships with its customers,
enhancing loyalty and trust​.
An excellent example of customer centricity is the way a member of the team at Morning
Star responsible for obtaining new sales opportunities influenced the company’s distribution
network. Through conversations with customers, he learned that customers located in
remote destinations felt they were paying too much for Morning Star products. After
consulting a few colleagues, it became clear that multiple distribution centers could solve the
problem. Fast forward; a few months later, this team member and his colleagues were
setting up distribution centers around the country.
Internal Culture and Colleague Engagement
Morning Star’s culture is deeply rooted in principles of self-management, transparency, and
mutual accountability. The company’s Colleague Letter of Understanding (CLOU) outlines
personal missions and responsibilities, fostering a sense of ownership and alignment with
organizational objectives. It makes expectations around roles explicit and makes it easier for
everyone to know who does what in the company.
The process for activating a CLOU includes the following:
Each colleague negotiates a CLOU and documents the corresponding ongoing
commitments affecting the work of their colleagues. Most colleagues self-select between
7-12 fellow colleagues with whom they work closely and negotiate CLOU commitments.
Each CLOU identifies the commitments by and between colleagues: services, deliverables,
resource requirements, goals and performance metrics called Steppingstones (considered
steppingstones toward perfection whether or not perfection is ultimately realized).
Colleagues reference the CLOU to hold themselves and others accountable for agreed upon
commitments. It is a dynamic instrument that can be re-negotiated at any time.
Compensation at Morning Star is determined through an annual self-assessment and
feedback process where colleagues negotiate their own salaries with local compensation
committees based on their contributions and peer feedback. The compensation process
promotes transparency, fairness and candor by providing a fo
rum for full and open discussion of performance.
Another key collaborative process is Gaining Agreement. Whenever a conflict,
disagreement, or problem arises, Morning Star colleagues have an affirmative obligation to
engage in direct communication. The process is simple:
When a colleague senses a difference with another colleague, they directly approach that
colleague with a request for change in a private conversation. If desired, colleagues may
consult with a chosen ombudsman to provide private, confidential advice.
Difference not resolved? The colleagues may engage the services of a third colleague to
provide a fresh perspective on the request for change. The singular role of the third
colleague is to give his/her opinion and advice, not to judge. It's still up to the two original
colleagues to find common ground.
Difference still not resolved? A panel consisting of 3-7 people with various perspectives gets
involved to provide additional opinions and advice. Once again, they are there to offer their
best advice, not to render judgment.
Difference still not resolved? The colleagues have agreed in advance, by subscribing to the
Morning Star Colleague Principles, to document their differences in writing and submit them
to the company president for possible further investigation and decision.
Most colleagues we spoke to believe it is rare that disagreeing colleagues engage the
company president (or a designee) as a final decision maker. Interestingly, there is no
published information about this, since colleagues only engage in disagreements that
directly affect them as participants, willing mediators, or ombudsmen. The vast majority of
disagreements are handled exclusively by the people involved.
Conclusion
Morning Star exemplifies a forward-thinking organization that successfully integrates
self-management principles with a strong focus on customer satisfaction for over 30 years
now. With an innovative way of work that follows closely the principles behind RenDanHeYi,
Morning Star continues to lead a very traditional sector and to prove self-management can
work in surprising environments.

9.2.4. Vivobarefoot
Embracing Regeneration in Products and Organization
Introducing Vivobarefoot
Vivobarefoot is a company dedicated to producing minimalist footwear that promotes natural
health, movement and regenerative principles. In the world of sustainable footwear,
Vivobarefoot stands out not only for its innovative products but also for its pioneering
approach to organizational structure and culture. Inspired by the principles of living systems,
regenerative organizations, autonomy, ownership, and radical transparency, Vivobarefoot
has created a dynamic and engaging workplace that allows employees to thrive.
Founded back in 2012 by two seventh-generation cobblers, Galahad and Asher Clark,
Vivobarefoot is based on one simple insight - barefoot footwear is regenerative to human &
planetary health. The company has grown rapidly, driven by a strong commitment to
environmental responsibility and innovation and today employs more than 150 people and
turns over nearly £90 million.
Vivobarefoot has created an ecosystem of teams and partnerships in its quest to develop a
truly regenerative business. Its organizational design is driven by autonomy, decentralized
decision-making, transparency and continuous improvement - all closely aligned with the
RenDanHeYi management philosophy.
Organizational Structure
The organizational structure of Vivobarefoot is designed to be flatter, deeply interconnected
and highly flexible. This structure emphasizes self-management and distributed leadership,
allowing teams to operate with a high degree of autonomy. Rather than adhering to a
traditional hierarchical ‘management’ model, Vivobarefoot employs a network of
interconnected teams they call ‘circles’, each responsible for different aspects of the
business, with leaders at every level. This decentralized approach enables quick
decision-making and fosters a sense of ownership among employees.
The Circle-Based Model
At the heart of Vivobarefoot’s structure is the circle-based model, inspired by sociocratic
principles. Each circle is a semi-autonomous team with a clear purpose aligned with the
company’s overarching mission. For instance, there are Home Circles (the team you mostly
‘live’ in) focused on product development, marketing, regeneration/sustainability, and
customer service, and Project Circles with specific cross-functional missions like fairness &
transparency of pay (their ‘Evolution Council’), a network of internal ‘Regenerative Coaches’,
Circular Footwear, Hybrid Working. Each circle operates independently but collaborates
closely with other circles to achieve common goals.
Roles and Responsibilities:
Sponsor & Purpose Guardian: Ensures the circle’s activities align with its purpose and are
responsible for overall budget.
Lead: Key project owner. Guides meetings, comms and decision-making processes.
Project Team: Actively engaged in progressing the project with their key skills & capabilities.
Challengers & Collaborators: Provides critical input, skills and feedback to ensure
continuous improvement and cross functional alignment.
These roles can rotate among team members to encourage diverse perspectives and shared
leadership.
Serving Customers
Vivbarefoot’s approach to clients is deeply rooted in transparency and authenticity. The
company aims to build long-term relationships with customers by providing not only
high-quality regenerative products that give back more than they take away, but also a
meaningful brand experience. This is achieved through several key strategies:
Customer Education: Vivobarefoot invests heavily in educating customers about the benefits
of minimalist footwear, sustainable practices and natural health principles. This includes
detailed product information, a varied bouquet of educational content on their website, active
engagement on social media platforms, and in-store education & programs. Find the library
of their online courses here as an example.
Feedback Loops: Customer feedback is integral to product development. Vivbarefoot
actively seeks and incorporates customer insights to refine their products and services
continually. In fact, they take a group of external ambassadors to their Nature Home in the
woods in Sussex 4 times a year to proactively gather input and feedback on their product
lines and overall brand direction. They even camp overnight together once a year!
Sustainable Practices: Emphasizing their commitment to the environment, Vivobarefoot
ensures transparency in their manufacturing processes, sourcing of materials, and overall
environmental impact. They have developed their own framework which they call the VMatrix
to measure their progress towards improving the way they make, sell and recycle our
products. This has helped them track their progress towards their regenerative goals - and
they plan to make it open source once they have created a workable software tool out of it.
Internal Culture
The internal culture at VivoBarefoot (they call this ‘living barefoot’) is characterized by a high
degree of adult-adult autonomy and ownership, where everyone is a leader. Employees are
encouraged to take initiative and are given the freedom to experiment and innovate within as
well as beyond their roles. This culture of taking off their masks, building trust and fostering
empowerment is facilitated by:
Decentralized Decision-Making: Decisions are made at the team level, allowing those
closest to the issue to have the most influence. This reduces bottlenecks and increases the
speed and effectiveness of tactical adjustments and solutions.
Transparent Communication: Regular meetings and open communication channels ensure
that everyone is informed and aligned with the company’s goals, and understand why.
Weekly all-hands meetings provide updates on key performance indicators and strategic
objectives, monthly ‘Barefoot Bulletin’ gives news and updates from across the
organizations, and quarterly ‘Field Circles’ allow anyone to meet with the CEO (‘chief
‘ecosystem officer’) to discuss anything and feedback.
Continuous Learning: The company promotes a culture of continuous improvement through
regular training sessions, workshops, and opportunities for professional development. Many
of these are done at their Nature Home, in an ancient woodland in Sussex, helping the team
understand regenerative wisdom, and how it applies to Vivobarefoot and the way it operates.
Employees are encouraged to learn new skills and apply them in their work with a £1000
annual allowance to use freely to develop in their careers. They also get a further £1000
annually to spend on natural health and personal interests and hobbies, helping with
work-life balance.
Vivobarefoot strives to develop a coaching culture, a way of ‘showing up’ in a mature,
supportive and adult-to-adult manner, modeling in their own way the concept of regenerative
leadership. They have created their own coaching program where they have trained a cohort
of internal coaches to help each individual at Vivobarefoot to go on their own unique
transformative journey in their own right, and become the best version of themselves that
ripple far wider than their role at Vivobarefoot.
Compensation at VivoBarefoot is designed to reflect the values of fairness and transparency.
The company uses a transparent salary model where pay scales are openly shared and
discussed. Salaries are not decided by ‘managers’ but individuals work with their leads to put
a proposal together to their internally voted-in ‘Evolution Council’ which is a cross functional
team with full salary transparency. This council decides who should get salary increases and
openly communicates their decisions to the whole business on a bi-annual basis.
In a hybrid working world, Vivobarefoot makes sure they bring the whole company together,
including staff, ambassadors, and international distributors and partners in nature four times
a year to connect as a human-centered community and align on the strategic direction. They
also share natural health principles and run workshops to help Vivobarefoot’s employees
and wider partners to live their mission and values. A conscious Vivo festival they call ‘Vivo
Connect’.
Vivobarefooot also runs workshops and immersions for external CEO’s and business leaders
to help inspire them to do, think and be different and adopt regenerative principles.
Vivoabrefoot has been featured as a world leader in future-fit and regenerative
organizations, with case studies featured in Regenerators, Center for Regenerative Leaders
(Denmark), Axa Climate’s Butterfly School (France), and B For God Leaders (Amsterdam),
amongst others.
Conclusion
In a way, VivoBarefoot is striving to achieve one and the same goal with its products and
approach to organizational design - seeking to reject the status quo and courageously define
a new way of being, and thriving, by embedding sustainability and regenerative practices
across the organization, and beyond. Its dedication to a more agile, open and flowing way of
working is closely aligned with the RenDanHeYi philosophy of small autonomous teams
driving innovation for their end users. It’s a truly special and unique organization that is
making rich and meaningful waves towards a better and brighter future.

9.2.5. Wildling Shoes

Wildling Shoes: A Journey of Sustainability, Innovation, and Employee Empowerment
Introducing Wildling Shoes
Wildling Shoes, founded in 2015 by Anna and Ran Yona, is a standout in the sustainable
footwear industry. With a workforce of approximately 140 employees, the company has
rapidly grown since its inception. The Yonis' inspiration came from the challenge of finding
suitable footwear for their children, leading to the creation of shoes that mimic the feeling of
walking barefoot. Wildling Shoes emphasizes minimalistic design and sustainable materials
such as organic cotton, wool, and hemp. The company's mission is clear: to revolutionize the
footwear industry with a commitment to sustainability, ethical production, and comfort​.
Wildling Shoes is a prime example of RenDanHeYi in Germany. With its decentralized,
remote-first organizational structure, its focus on the end user and its efforts in reinventing
supplier relationships to deliver a truly sustainable supply chain, Wildling Shoes is an
inspiration for every manufacturing company.
Organizational Structure
Wildling Shoes operates with a decentralized, remote-first organizational structure, which is
particularly innovative in the manufacturing sector. Initially, this structure posed challenges,
particularly in communication and collaboration. To address these issues, Wildling adopted
the OKR (Objectives and Key Results) framework, which aligns individual goals with the
company's objectives. This method reduces the need for micromanagement and fosters a
high degree of autonomy among employees. The organization emphasizes flexibility and
trust, encouraging employees to manage their work independently while staying connected
through regular virtual meetings and collaboration tools​​.
Stakeholder Engagement
Sustainability is not just a buzzword at Wildling Shoes; it’s embedded in every aspect of their
business. The company uses eco-friendly materials and sustainable production processes to
minimize its environmental impact. They continuously explore new materials and methods to
improve the durability and ecological footprint of their products. Additionally, Wildling
promotes circularity by encouraging customers to repair rather than replace their shoes,
offering a comprehensive repair service to extend product life. This commitment to
sustainability and regeneration drives the company’s operations and aligns with their
long-term vision of making a positive impact on the planet​.
Wildling’s vision of regenerative sustainability involves embracing mistakes and learning
from them. They aim to leave the world a better place, enhancing natural spaces,
ecosystems, and social equity. This approach requires a transformative business model that
acknowledges and celebrates diversity and complexity. By fostering an environment of
openness, transparency, and true partnership, Wildling works collaboratively with their
suppliers and partners to achieve holistic, sustainable improvements. A good example is the
“Impact Collective” launched in January 2022 with their partners in Portugal. The initiative
serves as a platform for learning from each other, sharing ideas, discussing challenges, and
working together to generate solutions that benefit all stakeholders.
Internal Culture and Employee Well-being
Wildling Shoes places a high priority on the well-being of its employees, where the majority
of the team works remotely from all over Germany. The company offers flexible work
schedules, which is especially beneficial for working parents. This remote-first approach is
supported by a culture of trust and autonomy, where employees are encouraged to manage
their workloads independently and take breaks as needed to avoid burnout. Wildling also
promotes personal development by allowing employees to engage in tasks that align with
their strengths and interests. This supportive environment leads to high levels of job
satisfaction and employee engagement, fostering a culture of innovation and continuous
improvement​.
Conclusion
Wildling Shoes exemplifies how a company can integrate sustainability, employee
well-being, and customer-centric practices into a successful business model. Their
decentralized structure, emphasis on autonomy, and commitment to ethical production set
them apart in the footwear industry and underline the inherent value behind the RenDanHeYi
management philosophy.

9.3. Legal & Professional Services

Decentralized governance in highly regulated environments, transparency in
decision-making, client-facing autonomy, and innovation within professional services.

9.3.1. BvdV Advocaten

BvdV Advocaten & Fiscalisten: A Progressive Legal Firm

Introducing BvdV

Founded in 2006, BVDV Advocaten & Fiscalisten is a distinguished law and tax consultancy
firm based in Utrecht, Netherlands. The founders of the company established it with a clear
vision in mind - to sustain high professional standards while allowing for a more enterprising
approach to work and removing all the red tape. At its core, BVDV aims to cut complexity in
the legal profession and, where possible, give priority to simplicity and trust.

The firm employs around 25 professionals and is known for its innovative approach to legal
and fiscal services. Specializing in corporate law, tax law, employment law, and insolvency
law, BVDV differentiates itself through its commitment to social responsibility and
sustainability, as evidenced by its B Corporation certification. ​
BvdV is a prime example of RenDanHeYi in the legal services industry. Every lawyer
communicates directly with the end - customer, working to craft a tailor-made solution to their
needs; decision-making is distributed among team members and every employee receives
50% of their billings above the break-even point.

Organizational Structure

BVDV operates with a non-hierarchical, democratic organizational structure. From its

inception, the firm adopted a model inspired by Brazilian entrepreneur Ricardo Semler. This
self-managed approach encourages all employees to participate in decision-making
processes, ensuring that every team member has a voice in the direction of the firm. Monthly
meetings are held to discuss and decide on various issues, from hiring to setting salaries,
fostering a culture of radical transparency and collaboration​.

Customer Centricity and Autonomy

BVDV places a strong emphasis on customer centricity by empowering its employees to

engage directly with clients and make autonomous decisions. Lawyers at BVDV set their
own hourly rates and work closely with clients to tailor solutions to their specific needs. This
autonomy ensures that employees can respond swiftly and effectively to client concerns,
enhancing satisfaction and building long-term relationships. The firm’s focus on reducing
costs rather than maximizing turnover allows for more flexible and client-oriented service
delivery.

Internal Culture and Employee Engagement

The internal culture at BVDV is built on principles of trust, ownership, and work-life balance.
The firm operates on a four-day workweek, which is designed to prevent burnout and
maintain a healthy work-life balance. Employees work a maximum of 1120 billable hours
annually, ensuring that they have ample time for personal development and rest. BVDV also
implements a profit-sharing arrangement where employees receive half of their billings
above the break-even point, promoting a sense of ownership and collective responsibility​

BVDV has also adopted a unique shareholder model where shares are not bought or sold
but are earned based on contribution and commitment to the firm. In order to offer every
employee an equal opportunity to succeed, BVDV has chosen to limit the period of share
ownership to 13 years, thus safeguarding promotion opportunities for all. After all,
employees must have a realistic shot at share ownership, which, in turn, means that talent is
kept in house. All of this goes towards ensuring innovation and continuity, both for the firm
and its clients.

Conclusion

BVDV Advocaten & Fiscalisten stands out as a progressive law firm that combines
innovative legal services with a strong commitment to its employees and clients. Its network
organizational structure, customer-centric approach, and shared rewards fully align with the
RenDanHeYi philosophy and allow BVDV to set new standards in the legal industry.
9.3.2. TiER1 Performance
Transforming Organizations through People-Centric Solutions
Introducing TiER1 Performance

Founded in 2002, TiER1 Performance is a leading consulting firm headquartered in

Covington, Kentucky. The company specializes in enhancing organizational performance
through innovative solutions that integrate strategy, culture, and technology. With a team of
over 300 professionals, TiER1 serves a diverse clientele, including Fortune 500 companies,
educational institutions, and healthcare organizations. Their purpose is to help people do
their best work and at the core of their philosophy is the belief that they can help
organizations perform at their best when their people are at their best.

Tier1 Performance is a prime example of RenDanHeYi in the consultancy services industry.

Their approach to organizational design known as Dynamically Distributed Authority (DDA)
is closely aligned with the RDHY philosophy in terms of autonomy, agility and zero distance
to the customer. In addition, it has curated a comprehensive compensation policy which
ensures shared rewards and aligned interest long-term.

Organizational Structure

TiER1 operates with a flexible, role-based organizational structure that emphasizes

collaboration and agility. The company has moved away from traditional hierarchical models
to a more decentralized system where roles and responsibilities are fluid and adaptable. This
approach, known as Dynamically Distributed Authority (DDA), allows responsibilities to form
naturally around specific purposes, ensuring flexibility and effectiveness in decision-making.
DDA operates on five fundamental pillars: principle-driven decision-making, role-based
organization, metric-informed performance, unified ways of working, and personal
expectations of empowerment and accountability. This system supports TiER1’s focus on
innovation and responsiveness, fostering a culture of empowerment and ownership as
employees are encouraged to take initiative and drive change from within their roles​.

Zero Distance to Customers

At TiER1, customer centricity is more than a philosophy; it is a foundational aspect of their

operational model. The company’s primary focus is on delivering exceptional value to clients,
a goal supported by their unique DDA framework. Employees interacting with clients are
empowered to make decisions that enhance service delivery and client satisfaction. This
high level of autonomy ensures that client feedback is swiftly integrated into project
workflows, resulting in customized and effective solutions. The principle-driven approach of
TiER1 ensures that decisions are made by the individual closest to the client, fostering direct
and transparent communication. This minimizes hierarchical barriers, builds trust, and
enables the development of strong, long-term partnerships. This approach allows TiER1 to
consistently deliver high-value outcomes that are closely aligned with client needs and
expectations​.

Internal Culture and Employee Engagement

TiER1’s internal culture is built on principles of inclusivity, transparency, and continuous
professional development. The company places a strong emphasis on employee well-being
and engagement, offering various programs and initiatives that support personal and
professional growth. TiER1 encourages a collaborative environment where knowledge
sharing and mutual support are integral to daily operations. Employees are involved in
decision-making processes, and the company practices open-book management to ensure
that financial information is accessible to all team members. This transparency fosters a
sense of ownership and accountability, driving high levels of engagement and satisfaction.

The DDA framework further supports this culture by empowering individuals through a
role-based organization, where work is broken into ‘packages’ defined by specific roles and
responsibilities. Metrics play a crucial role in guiding and aligning the organization’s efforts,
transforming abstract goals into actionable targets. Additionally, TiER1 promotes an
emphasis on both empowerment and accountability, encouraging employees to leverage
their talents while being responsible for their work and well-being. The company’s unified
ways of working ensure consistency in collaboration tools and processes, enhancing
efficiency and innovation​.

TiER1 employs an innovative approach to employee compensation that includes both

long-term and short-term incentives. The company is 100% owned by employees through an
Employee Stock Ownership Plan (ESOP), which allocates shares to employees each year.
In addition to the ESOP, TiER1 has a bonus structure that pays out twice a year. These
bonuses are tied directly to company profitability, ensuring that all employees share in the
financial success of the business. This system is straightforward and keeps the entire team
aligned on the financial health of the company. To facilitate transparency and understanding
across the organization, TiER1 uses a financial color-coding model, where the business is
rated from red to blue based on various financial and operational metrics. This color-coding
helps employees understand the company’s performance and guides decision-making
processes​.

Conclusion

TiER1 Performance exemplifies a forward-thinking consultancy that combines innovative

strategies with a strong commitment to its clients and employees. Through its agile
organizational structure, customer-centric approach, and supportive internal culture, TiER1 is
an excellent example of RenDanHeYi principles in practice. Indicators of TiER1’s success
have included 15 consecutive years on the Inc. 5000 list of fastest growing private
companies in the U.S., recognition by B-Labs as a “Best for the World” company in the
category of Workers practices, recognition by many local and national and national
publications as a “Best Place to Work”, and recognition by the Center for Disease Control as
a model for their commitment to employee mental health.

9.3.3. Ivy Global

Transforming Work through Semco Style Management
Introducing Ivy Global

Ivy Global, established in 2014 in the Netherlands, is a forward-thinking company that

provides engineering and project management talent to various industries. The company’s
mission is to empower young professionals by integrating them into real-world projects,
offering them opportunities to gain hands-on experience and build their careers. With a
strong emphasis on collaboration and innovation, Ivy Global connects students with industry
projects, helping companies achieve their technical goals while nurturing the next generation
of engineers. Over time, Ivy Global has grown to include around 150 employees, including a
mix of part-time students and permanent staff members.

Ivy Global is a strong example of the RenDanHeYi management philosophy in the IT

services industry particularly through its decentralized structure, autonomy across teams and
democratic remuneration practices.

Organizational Structure

Inspired by the Semco Style management philosophy, Ivy Global has embraced a
decentralized structure, eliminating traditional hierarchical roles. One of the most significant
shifts occurred in 2022 when the company phased out the director’s role, challenging its
employees to collectively manage tasks that were previously the responsibility of a single
leader. Ivy operates without managers, relying on self-organized teams across its offices in
Amsterdam, Delft, and Eindhoven. These teams handle their own sales, recruitment,
operations and financial management, while a company-wide team supports functions like
HR, communications, and long-term strategy. Decision-making is decentralized, with
employees empowered to make decisions that affect their work, fostering a sense of
ownership and accountability​.

Customer-Centricity

The decentralized model at Ivy Global has enhanced its ability to respond quickly and
effectively to customer needs. By empowering teams to make decisions without the need for
managerial approval, the company can provide flexible, customized solutions to its clients.
This structure enables Ivy to be highly responsive to changes in project requirements and
customer feedback, ensuring that services are aligned with client expectations. The ability to
make quick, on-the-ground decisions also means that Ivy Global can deliver projects more
efficiently, reducing bottlenecks and improving overall client satisfaction​.

As Ivy isn’t bound by the need for managerial approval, employees can quickly respond to
customer needs and immediately test their own ideas. Remy, one of Ivy’s clients, shared an
example where the team automated a label printer using a script, a solution he hadn’t
thought of himself. He also appreciates Ivy’s structured communication, which keeps
everyone updated through regular reports. Remy values how Ivy listens to client needs and
adapts their approach accordingly, making them an agile and customer-focused partner. This
is just one example of how the way of work at Ivy Global delivers above and beyond for its
clients.

Autonomy is also underlined by the way they manage internal capacity. As part of their
transition to self-management, Ivy Global introduced a capacity-meter that underlined
peer-to-peer responsibility. By measuring their workload on a scale from 1 to 5, each person
could indicate if they were open to help others (1) or if they were too busy with their own
projects (5). It created more alignment within the organization, since more cross-functional
collaborations started to arise. In this manner, work allocation became more self-managed
instead of being directed by a manager. The beautiful side effect of these collaborations was
the increased awareness, among employees, about all the projects Ivy Global was working
on. It led to a better understanding of the workload of others, as well as stronger personal
connections.

Company Culture

Ivy Global’s culture is rooted in trust, transparency and shared responsibility. The company
operates on the principle that everyone should have access to the same information typically
held by managers, including financial data. This transparency is critical for enabling
employees to make informed decisions.

Additionally, Ivy Global has adopted a democratic process for determining salaries, where all
employees come together to propose and agree on their compensation during an annual
session. This practice reflects the company’s commitment to fairness and shared success.
Ivy Global also embraces a profit-sharing mechanism where employees are given the
opportunity to purchase shares in the company. This model ensures that workers are not just
employees but also co-owners, aligning their personal success with that of the company.

The company places a strong emphasis on work happiness ("werkgeluk"), aiming to create
an environment where employees feel valued, motivated, and aligned with Ivy Global’s
long-term vision.

Challenges remain, particularly in onboarding new employees into the decentralized

framework and ensuring that everyone effectively utilizes the available data. However, Ivy
Global continues to innovate and adapt its practices to maintain a dynamic and inclusive
workplace​.

Conclusion

For the past 10 years, Ivy's philosophy has been to ensure that the business model truly
works before making bold claims. Now, a decade later, they are gradually starting to share
their approach with the rest of the world.

Ivy continuously pushes the boundaries of decentralization. Even when things get
challenging— for example when the company faces losses or significant mistakes are
made—there is no manager stepping in to take control. Instead, the team holds discussions
afterward to learn from the experience and figure out how to prevent similar issues in the
future. This approach allows Ivy's self-managing business model to evolve and strengthen
over time, ensuring continuous improvement and resilience.

Through its commitment to decentralization and the Semco Style philosophy, Ivy Global is
redefining the future of work, creating an environment where employees are empowered,
customers are prioritized, and continuous learning is at the core of the company’s growth
strategy.

9.4. Retail & Consumer Goods

Fractal-like adaptability in customer service, digital transformation, and decentralized
management of consumer-facing teams.
9.4.1. Viisi
Viisi: Transforming Financial Services with a Holacratic Approach

Introducing Viisi

Viisi, established in 2010 in the Netherlands, is a pioneering company in the financial

services industry, specifically in mortgage advisory. Founded by Frank Tukker, Hendrik
Schakel, Hergen Dutrieux and Tom van der Lubbe. Viisi's core mission is to revolutionise the
financial advisory landscape by making it more sustainable, long-term oriented, and
customer-centric. The company employs over 30 people and prides itself on delivering
independent and personalised mortgage advice, leveraging the expertise of highly educated
advisors. Viisi operates with a strong commitment to its purpose: to make financial advice
more ethical and aligned with the greater good of society.

Viisi is a true pioneer - in the way they reinvent financial services, but also in their unique
organisational structure. The decentralised management system, the autonomy placed in the
hands of individual mortgage advisors, as well as the care they've taken to ensure
top-of-market remuneration for their team, are all in line with the core principles behind the
RenDanHeYi management philosophy.

Organisational Structure

Viisi stands out in the financial services industry due to its decentralized management
system that emphasizes self-organization and distributed authority . Viisi has built its own
model which was inspired by sociocracy, holacracy, the republican citystates like
Amsterdam, Venice and the Hanse cities and Switzerland and operates through
self-managing teams known as "circles," where roles and responsibilities are clearly defined,
yet flexible. There are no managers; instead, each team member, referred to as a
"Viisionair," has the leadership or autonomy in various roles that align with their strengths
and the company's goals. The classical management role is reduced to a role of coordinative
responsibility which rotates among the team members. This structure allows for dynamic
adjustments and continuous innovation, fostering a culture of autonomy and accountability
where decisions are made collaboratively and roles evolve organically to meet emerging
needs​.

Leadership within the circles is based on the principle of Primus Inter Pares, a Latin phrase
meaning 'first among equals', dating from its use in Ancient Greece, the Roman Senate,
merchant cities and partnership structures like in consultancy firms, investment banks, law
firms and of medical doctors. It has historically been used as an honorary title for someone
who is formally equal to others in their group but is granted unofficial respect. The same
happens at Viisi.

Just as in countries, in which states or provinces have a lot of independence, circles or

teams at Viisi are also self-governing, and each has elected delegates who are regularly
rotated and are linked to the national level. In fact, each circle must fulfil two fundamental
delegation roles responsible for coordination matters: the role of the so-called Lead Link, and
the role of the Rep Link. People in the Lead Link role are responsible for work within their
circle. People in the Rep Link role represent their circle to other circles.
Customer Centricity

Viisi places a high emphasis on zero distance to customers, ensuring that the advisors, who
interact directly with clients, have substantial autonomy to make decisions. This people-first
approach is embedded in the company's operations, which means that advisors are
empowered to decide what is the best for the client, a tailor made mortgage solutions to the
individual needs without bureaucratic delays. The self-organising nature of the teams means
that those who understand the client's needs best are the ones making crucial decisions,
enhancing responsiveness and customer satisfaction. This decentralised decision-making
process not only accelerates service delivery but also builds stronger, trust-based
relationships with clients​.

At Viisi, the internal culture is built around the belief that happy employees lead to happy
customers and happy customers lead to a profitable company and happy shareholders.
Clients are also the ultimate beneficiaries of the progressive structure and operating model
of Viisi - the company is consistently ranked high (9.8 out of 10) as a healthy organisation
which results in a superior service to customers.

Internal Culture

One of the outstanding features of the culture at Viisi is a radical focus on transparency. This
is manifested in the fact that everything at Viisi is public unless it could be harmful to the
company or employees. Viisi is not only transparent internally, but aims to be transparent to
the external world as far as possible.

Two examples: first, the fractal organisation structure is publicly accessible on the internet by
anyone (see here https://app.glassfrog.com/orga...). Anyone can see what circles and roles
there are. You can even see who is fulfilling them.

Second, salaries at Viisi have been transparent since 2016. They started this process by
making salaries transparent internally—for everyone. Then followed rounds of discussion in
which employees were allowed to explain what they thought would be a fair salary for
themselves and discuss 'How do our salaries relate to each other?', and 'How can we best
distribute salaries fairly to everyone?'.

The result of these discussions was a salary model based on external benchmarks for every
team. An internal rule is salaries of all employees at Viisi should be among the top 25% and
the salary of everyone is automatically increased every year to guarantee this. Viisi also
banned bonuses for individual performance —something unique in the financial sector. The
rationale behind it is simple - the goal is for people to focus on collaboration as the team
outperforms the individual. In the team everybody picks up roles that fit them best, but feel
psychologically safe to ask for help, discuss options or risks.

In the words of co-founder Tom van der Lubbe:

"To me the most interesting conclusion of this journey of the last ten years is, that science
since long has studied those topics and is pretty clear about what works and what is
counterproductive, but the stunning thing is, that in general companies still do the opposite of
what one should do from a scientific point of view. On the other hand, we know that in our
societies we act in the same irresponsible short term egoistic way. See environmental issues
as only one example."

Conclusion

Viisi’s innovative approach to organisational structure and customer service sets it apart in
the financial services industry. By prioritising employee well-being, decentralising
decision-making, and maintaining a strong commitment to ethical practices, Viisi exemplifies
how companies can achieve both business success and positive social impact. It has crafted
its own path to radical reinvention of their industry and the design of their organisation. In the
process they have embedded key practices in line with RenDanHeTi, which makes them a
prime candidate for the ZeroDX awards.

9.4.2. Vertica

Introducing Vertica
At the heart of Denmark’s burgeoning tech scene, Vertica stands as a shining example of
innovation and forward-thinking organizational design. This 150-strong company specializes
in creating complex e-commerce solutions for a range of clients, including well-known names
like Bolia and Søstrene Grene. However, what truly sets Vertica apart is not just their
technological prowess, but their revolutionary approach to organizational structure, client
engagement, and internal culture, all deeply rooted in principles of autonomy and ownership.
The journey of Vertica from its inception in 2001 by five developers to its current state is
marked by continuous evolution and adaptation. Initially, the founders aimed to create a
company free from the inefficiencies and rigidities of traditional corporate structures. Over
time, as the company grew, it became necessary to formalize some processes while
maintaining the core principles of autonomy and peer-based management.
Vertica emerged from the passion of five developers to create a company free from
inefficiencies and rigidities and today boasts more than 150 people. From direct interaction
with clients, through autonomy in decision-making and profit-sharing mechanisms, the
company is a prime examples of the principles behind the RenDanHeYi philosophy.
Organizational Structure
Vertica’s organizational structure is a testament to the power of decentralization and
employee empowerment. The company is divided into approximately 16 customer-centric
teams, each ranging from four to twelve members. These multidisciplinary teams are the
core operational units, responsible for delivering value directly to clients. The autonomy of
these teams is paramount; they have the freedom to make decisions on everything from
project execution to client interaction.
Supporting these primary teams is a web of additional groups focused on specific functions
such as internal IT, administration, and organizational development. These supporting
groups operate not in a traditional hierarchical manner but as collaborative networks that
provide necessary resources and expertise without imposing rigid control.
Client Engagement
Vertica’s approach to client engagement is both personalized and persistent. Each client is
typically served by a dedicated team, ensuring continuity and deep understanding of the
client’s needs. This model fosters long-term relationships, as evidenced by Vertica’s
enduring partnerships, such as their 20-year collaboration with Bolia.
The account managers and project managers, though not always part of the daily grind
within the teams, play crucial roles. They are the bridge between the client’s strategic needs
and the team’s operational capabilities. This setup ensures that even as teams focus on
delivering specific solutions, there is always alignment with broader business goals.
Internal Culture
Vertica’s internal culture is a vibrant mix of autonomy, ownership, and community. The
absence of traditional managers is a deliberate choice to promote a culture where the best
ideas win, and everyone has a voice. This culture is underpinned by several unique
practices:
Decision-Making Processes
Decision-making at Vertica is highly decentralized. Teams and individuals make decisions
based on the principle of “meaningfully affected.” This means that those most impacted by a
decision have the primary say in how it is made. For larger, more complex decisions,
temporary groups are formed to ensure thorough exploration and consideration of all
perspectives.
Career Coaches
Instead of traditional hierarchical management, Vertica employs a system of career coaches.
These are peers who volunteer to guide and support their colleagues in professional
development. Each employee selects their coach annually, ensuring a good fit and mutual
trust. This peer-to-peer support system encourages continuous learning and growth, tailored
to individual needs and aspirations.
Profit Sharing
Vertica believes in the distribution of success. A portion of the company’s profits is shared
among all employees, with a slight increase for those with longer tenures. This practice
aligns individual and company success, and is a factor in motivating everyone to contribute
their best.
Professional Development
Vertica does not maintain a traditional education budget. Instead, people decide together
with their career coach and other colleagues if the education or conference they have looked
at is relevant to them and for Vertica.
One of the current focuses at Vertica is clarifying roles and responsibilities. This effort is
crucial as the company scales, ensuring that all employees understand their contributions
and can collaborate effectively without overlap or confusion. This process involves clear
documentation and regular reviews to keep the dynamic organizational structure agile and
responsive.
Conclusion
In conclusion, Vertica’s story is one of pioneering new ways of working in the tech industry.
Their focus on autonomy, ownership, and fair profit distribution are closely aligned with the
RenDanHeYi management philosophy and contribute to a thriving environment where
innovation and personal growth are at the forefront.

9.4.3. Rebel Energy

Rebel Energy UK: Revolutionizing the Energy Industry with a Purpose-Driven Approach
Company Overview
Rebel Energy UK has been active in the market since 2021 and is a dynamic player in the
UK energy sector, focused on providing energy that has a positive impact for individuals and
communities across the UK. With a small but rapidly growing team, currently around 105
employees, Rebel Energy has made significant strides in the energy industry by embracing a
mission-driven approach that aligns business success with social impact. The company’s
core purpose is to support vulnerable customers and contribute to environmental
sustainability by taking the approach to energy that has a direct, positive impact on the
environment. Rebel Energy is currently undertaking a certification process to become a B
Corporation, which underscores its commitment to balancing profit with purpose, prioritizing
people and the planet alongside financial performance​.
Part of the mission is to rebuild society and this is evident in their partnerships, through
Rebel Restoration, with charities focused on environmental restoration, such as those
dedicated to rewilding green spaces and preserving carbon sinks like seagrass and peatland
bogs. This holistic approach positions Rebel Energy not just as an energy provider, but as a
key player in the global movement towards environmental stewardship and social equity.
Organizational Structure and Decentralization
Rebel Energy stands out for its innovative organizational structure that emphasizes
decentralization and self-management. The company operates using a system of circles and
roles rather than traditional hierarchical job titles. Each circle within the organization is
designed to fulfill specific functions, ranging from customer-facing roles to internal support
systems, ensuring that decision-making is distributed across the team rather than
concentrated at the top. This approach not only empowers employees by giving them
autonomy and responsibility but also encourages collaboration across different functions.
The structure is fluid, allowing team members to move between roles and circles based on
their interests and skills, which promotes continuous learning and adaptation within the
organization​.
The decision to implement circles and roles was not without challenges. As Rebel Energy
rapidly scaled from 30 to 95 employees, the need for a clear yet flexible structure became
apparent. Initially, the company experimented with various organizational designs, ultimately
settling on a model that allows for role fluidity and cross-functional collaboration. This
structure was influenced by concepts from holacracy and other progressive organizational
models, tailored specifically to meet Rebel Energy’s unique needs. The company uses tools
like Peerdom to map out roles and responsibilities, ensuring transparency and clarity while
maintaining the agility required in a fast-growing startup.
Customer Centricity and Service Excellence
At the heart of Rebel Energy’s operations is a strong focus on customer centricity. The
decentralized structure plays a crucial role in enhancing customer service by enabling
quicker decision-making and more personalized interactions. Employees in customer-facing
roles are empowered to make decisions on the spot, ensuring that customer issues are
resolved swiftly and efficiently. This level of autonomy not only improves the customer
experience but also fosters a sense of ownership and accountability among employees. By
reducing the layers of approval typically found in more traditional organizations, Rebel
Energy can respond to customer needs more effectively, which is critical in the competitive
energy market​.
This customer-centric approach is deeply integrated into the company’s culture. Rebel
Energy views its customers as central to its mission, which is reflected in their "Rebel Way"
handbook. This internal guide emphasizes that customers are the company’s "North Star,"
guiding every decision and action within the organization. The flexibility of the circle structure
allows for rapid adjustments in response to customer feedback, ensuring that the company
remains responsive and relevant in a constantly changing market​.
Internal Culture
Rebel Energy’s culture is deeply rooted in its values of compassion, courage, and
commitment. These values guide everything from daily operations to strategic
decision-making, creating a work environment that prioritizes employee well-being and
ethical business practices.
Rebel energy is the best place to work for anyone who shares this vision and wants to be
part of a team that is committed to making it a reality. Rebel is a company where people are
encouraged to follow a cause and embrace it. A place where you’re motivated to find where
you can add the best value. Where you’re listened to. Where you collaborate with
like-minded souls who believe in and share your outlook to build something better. Where
you can actively seek out the challenge of the new, are given the courage to set things on
fire unafraid to fail. They value talent, and give the freedom to ask, ‘why not?’. Rebel Energy
creates the environment in which people can be their brilliant self, prioritizing their wellbeing,
happiness, and their ambition to create a better world.
Rebel Energy aims to eliminate any concerns about salary among its employees by ensuring
that compensation is fair and competitive from the outset. This commitment is reflected in
the company’s ongoing efforts to refine its compensation strategy, including exploring
models for equitable pay and profit-sharing mechanisms.
Additionally, Rebel Energy invests in the health and well-being of its employees, as
evidenced by initiatives like providing all staff with Oura rings to monitor their health metrics.
This holistic approach to employee welfare is a testament to Rebel Energy’s commitment to
creating a supportive and sustainable workplace.
Conclusion
Rebel Energy UK exemplifies how a purpose-driven organization can thrive in a competitive
industry by prioritizing decentralization, customer service, and employee well-being. Its
innovative approach to organizational structure and commitment to social impact make it a
model for other companies looking to combine profitability with purpose. As Rebel Energy
continues to grow, it remains focused on its mission to make energy supply have a positive
impact on individuals, communities and the environment as a whole, while fostering a
workplace culture that values autonomy, collaboration, and shared success. The company’s
journey is a testament to the power of aligning business practices with core values, proving
that it is possible to succeed commercially while making a positive impact on society and the
environment​.