In summary

• Self-management models. Companies in a variety of industries are adopting hierarchy-free structures where employees self-manage, as demonstrated by entities such as Morning Star and Buurtzorg. This approach reduces bureaucracy and increases operational efficiency.
• Strategies without managers. Eliminating managerial layers, as shown by Indaero and Cyberclick, allows companies to adapt quickly to change, stimulate creativity and empower employees.
• The paradox of freedom. Increasing organizational autonomy requires a clear structure and transparent processes. Companies like PTHR and Viisi demonstrate that more freedom implies more discipline to ensure sustainable results.
• 10 innovative organizational models. Each identikit provides a practical example of how a company, such as Liip or Accigo, has successfully implemented management models without hierarchy, achieving benefits such as flexibility, innovation, and employee satisfaction.
• Examples of transparency and innovation. Companies such as BvdV and Accigo offer models where transparency and autonomous decision-making improve corporate culture, stimulating personal growth and team collaboration.

Good strategy and a good business management model are always scary for one reason: a company that works needs fewer managers.

In fact, the opposite is true; in a failing company, layers of control are added instead of fixing the roots of organizational dysfunction.

Employees are treated as children in need of stricter babysitting. Levels of control increase, bureaucracy grows, and the organization becomes more rigid as its size increases.

I’m not just talking about multinational companies that have realized this enormously, as in the case of Bayer, which has decided to redesign its organization on a model similar to that of Rendenei, which I talked about in this newsletter(Bayer’s New Strategy is Getting Rid of Bureaucracy: Here’s How They’ll Do It) and whose CEO recently communicated the first results you’ll find in this other newsletter(How Bayer’s Strategy is Going), where you’ll even find a video of him.

I am talking about companies that have been successfully testing alternative organizational models for decades, giving up layers of management and bureaucracy to adopt a healthier and more humane way of leading people to generate the impact for which the company was created and for which people have come together in spirit to invest their time in changing the part of the world under their influence.

In this newsletter I have collected ten sketches of companies in five industries that have decided to work in radically different ways. For each of these I have described the organizational model, a practical example of applying that model in everyday life, and their recent successes, so that you can take inspiration and take only the good from these organizational experiments.

We often find our business structure inherited from the prejudice that our industry, our type of business, our way of working has to be done only in a certain way, but these cases are examples that there is an alternative.

The paradox of freedom

But before I leave you with these sketches I have created for you, I want to bring your attention to this: change is never sudden, and there is a paradox in simple, free organizations.

As freedom increases, the structure to make a free organization function increases. It is important to have a clear strategy, an operating model made up of well-defined processes, transparent governance and an iron discipline in executing the organizational rhythm.

This allows cyclical self-repair of dysfunctions that arise in the organization, because free organizations by their nature are constantly in transformation.

Progressive organizations, such as these I will tell you about in a moment, are more like plants that repair themselves whenever their bark is nicked. The concept of self-healing organizations also underlies the work I have built with the MAKE PROGRESS® method of business growth.

MAKE PROGRESS® allows for structure and rhythm in the organization through the description, distribution, and measurement of the strategy, which is finally given back to people in a way that they can understand and, more importantly, execute.

This returns the foundation of these organizational models that you are about to learn, namely autonomy, agility and impact, which allows people to self-organize, self-prioritize activities and make the system evolve without anyone being able to exploit it for their own personal benefit.

All conversations in MAKE PROGRESS® are objectified on the basis of numbers, decisions are frequently discussed and linked to a shared model of growth.

If what you are about to read is of interest and you would like to explore it further in a one-on-one call, I invite you to visit this page where I describe what the benefits of adopting our certified growth system are and you can schedule a call with me and even train your team, yourself, and your growth team on our strategic tools for free.

I hope these sketches reinforce in you the idea that it is possible to work radically differently, that it is possible to succeed, and that we finally live in a world where work can be full, strategically powerful, and humanly satisfying.

10 sketches of companies without Bosses

Sector: Industry and Manufacturing

Morning Star

Identikit

• Official site: www.morningstarco.com
• Year founded: 1970
• Size: over 10,000 people
• Current CEO: Morning Star adopts a flat model with no hierarchy. The founder, Chris Rufer, while legally in charge of the company, does not call himself CEO, rather he is a figurehead for everyone especially for strategic vision.
• Country: United States
• Main Product: Morning Star is one of the world’s largest growers, processors and distributors of tomatoes and provides essential ingredients for many major food companies.
• Internal organization: Morning Star has adopted a self-management model, in which all employees, called “colleagues,” operate in a context of complete decision-making autonomy. Each member of the company is tasked with optimizing each production process, eliminating the need for formal supervision. Each colleague is called upon to develop personal leadership skills and take ownership of his or her responsibilities.
• Practical example: Each employee has the opportunity to determine his or her own compensation, based on the value he or she brings to the organization, and openly discusses the extent of the contribution and his or her responsibilities with colleagues. Pay transparency is an important value for everyone, and each person is aware of the impact of their work.
• Recent successes: Morning Star is now the world’s largest producer of tomato paste, accounting for about 40 percent of California’s tomato production for the industry. Its production capacity is three times the industry average, and its management model has been recognized for its focus on worker input and professional development. The company has received numerous awards for sustainability and innovation in production processes, managing to maintain a competitive edge globally.

Indaero

Identikit

• Official site: www.indaero.com
• Year of foundation: 2002
• Size: 40 people
• Current CEO: Darío González Fernández
• Country: Spain
• Main product: Aerospace and industrial components. Indaero produces complex and customized parts for large multinational corporations and space agencies.
• Internal organization: Indaero has adopted a model without managerial figures to foster a work environment that values collaboration and shared responsibility. They have reduced bureaucracy by encouraging employees to actively participate in company decisions and to organize their work independently in an atmosphere of trust and mutual respect.
• Practical example: Workers are able to propose and implement improvements to production processes without having to wait for formal approval from a superior, increasing the company’s ability to adapt and innovate quickly. The company can respond quickly to market needs and significantly reduce product development time.
• Recent successes: Indaero’s management model has led to increased operational efficiency and employee satisfaction while enhancing partnerships with major aerospace companies. The company has won major awards for its technological innovation and ability to create an inspiring and inclusive work environment.

Sector: Consulting and Technology

Accigo

Identikit

• Official site: www.accigo.se
• Year of foundation: 2007
• Size: 150 people
• Current CEO: From the information available on LinkedIn, it appears that no one calls themselves CEO.
• Country: Sweden
• Main product: Technology consulting. Accigo supports companies in implementing software solutions, digital transformation and internal process improvement. They are a Microsoft Gold Partner and solutions offered include workflow optimization and integration of advanced IT systems.
• Internal organization: Accigo has implemented a self-management model in which all employees are involved in business decisions and management of activities by fostering individual skill growth and collaboration, empowering each team member to contribute directly to the company’s success. Accigo promotes a culture of trust and self-reliance, supported by an internal mentoring system.
• Practical example: Accigo teams independently form groups to make decisions on relevant projects, without the need for approval from a senior management figure. This model encourages experimentation and innovation, reducing reaction time to market challenges. Everyone is responsible for delivering on the promise “Harmony set in system.”
• Recent achievements: Accigo is known for its innovative approach to consulting, focusing on autonomy and talent empowerment, and is seen as an example of progressive corporate culture in Sweden. Recently, the company has expanded its client portfolio, working with major multinational corporations to support their digital transformation, earning accolades for its contribution to technological innovation in the industry.

PTHR

Identikit

• Official site: www.pthr.co.uk
• Year founded: Information not available
• Size: 10 people
• Current CEO: Perry Timms, calls himself chief energy officer.
• Country: United Kingdom
• Main product: HR consulting and organizational development. PTHR offers innovative solutions to improve organizational culture, focusing on inclusiveness, well-being and work sustainability. The company supports clients from various industries, helping them create more humane and productive work environments.
• Internal organization: Its administration is based on the principles of self-management and agile working. The company operates through a network of specialized teams, each led by a Practice Lead in areas such as organizational psychology, sustainability, and digital production. There is no traditional hierarchy; teams work collaboratively and autonomously, thus providing greater flexibility and innovation. The workflow is not organized in a traditional vertical manner, but in “Stacks” (business units), each of which is managed by two team members. Greater equity and inclusiveness in the workplace and allows all team members to pursue innovative ideas without the constraint of hierarchical structures. Each employee is incentivized to develop his or her skills and share knowledge within the company.
• Practical example: Each employee defines his or her own work goals and discusses them directly with colleagues, adapting them to business needs without supervision from a manager. This approach incentivizes transparency and goal sharing, creating a participatory work environment.
• Recent achievements: PTHR has been recognized for its model without traditional hierarchies, winning awards for its inclusive approach and innovations in human resources. The company has worked with numerous clients to transform their HR practices, focusing on improving employee satisfaction and promoting ethical and sustainable work environments.

Sector: Marketing

Cyberclick

Identikit

• Official site: www.cyberclick.net
• Year founded: Information not available
• Size: 110 people
• Current CEO: David Tomás
• Country: Spain
• Main product: Digital marketing, digital strategies, online advertising and content marketing. The company develops solutions to improve its clients’ online visibility using innovative marketing strategies and data analysis.
• Internal organization: Cyberclick does not adopt a traditional hierarchy and places employee happiness at the center of its corporate culture. Each employee has broad autonomy, and the company invests heavily in employee well-being, creating an environment that promotes creativity and personal growth.
• Practical example: Cyberclick employees can change roles within the company to develop new skills and find the position that best suits their interests by conesenting employees to explore different aspects of the business, increasing their motivation and expanding their capabilities.
• Recent successes: Cyberclick has been honored as one of the best companies to work for in Spain, thanks to its model focused on employee well-being and personal growth. In addition, the company has seen a significant expansion of its customer base, becoming a benchmark for digital marketing solutions in Europe.

Liip

Identikit

• Official site: www.liip.ch
• Year of foundation: 2007
• Size: 230 people
• Current CEO: The company does not have a traditional CEO and is based on the holacracy system. It was founded by Gerhard Andrey, Nadja Perroulaz, and Christian Stocker who lead vision, human resources, and development, respectively.
• Country: Switzerland
• Main product: Digital development, including web applications and custom solutions. Liip works with clients of different sizes and industries, offering services ranging from UX/UI design to consulting for implementation of advanced technology solutions.
• Internal organization: Liip uses the holacracy model, a distributed management system that eliminates hierarchies and assigns a defined role to each team member. Liip has transparent, shared governance, in which decisions are made collectively within organizational circles. Instead of having managers making decisions, Liip teams are self-managing and decide for themselves how to carry out their projects. Each team deals with a specific area of the business or client group, managing relationships directly.
• Practical example: Team members have the ability to make strategic decisions within their respective circles without having to seek approval from a superior. This speeds up decision-making and allows them to respond quickly to customer needs, while maintaining a strong sense of ownership and responsibility.
• Recent successes: Liip has been honored for its open approach to business management, attracting talent through its innovative organizational model. Adopting holacracy has enabled the company to adapt quickly to new market trends, expanding its services and strengthening relationships with existing clients.

Sector: Healthcare

Buurtzorg

Identikit

• Official site: www.buurtzorg.com
• Year of foundation: 2006
• Size: 10,000+ people
• Current CEO: Jos de Blok
• Country: Netherlands
• Main product: Home health care. Buurtzorg offers home care services for the elderly and people with complex health care needs, with a strong focus on quality of care and patient well-being.
• Internal organization: Buurtzorg was among the first companies in the world to adopt a self-management model, with small teams of qualified nurses working independently, providing tailored care and reducing bureaucratic costs. This model reduces administrative pressure on providers, allowing them to focus on patient care. Buurtzorg operates through highly qualified nursing teams of up to 12 members. Each team manages care for 40-60 patients, deciding autonomously on priorities and services to be delivered. Each team is also autonomous in hiring, promotion, and dismissal.
• Practical example: Buurtzorg is based on close integration among all those involved in patient care, such as caregivers, physicians, health care providers and family members, all connected through the digital platform “Buurtzorg-Web.” This platform facilitates information sharing, making each patient’s needs transparent and easily accessible to all stakeholders. This enables teams to make informed decisions, always focused on the patient’s well-being and needs.
• Recent successes: Buurtzorg has helped reduce the cost of public health care in the Netherlands by revolutionizing the way insurance companies view care activities. Today, any type of intervention, whether it is activities such as administering therapy, making the bed or even dusting the room, is considered of equal value to medical care. This equal treatment ensures a holistic view of care, in which every activity contributes to the overall well-being of the patient. Each Buurtzorg caregiver has the autonomy to decide what intervention is best for the patient, with the goal of promoting patient independence and improving quality of life not company profit.

Chorus

Identikit

• Official site: www.chorus.org.au
• Year founded: 1970
• Size: 100 people
• Current CEO: Dan Minchin
• Country: Australia
• Main product: Community care services, including support for the elderly and disabled. Chorus works to improve the quality of life of vulnerable people by providing home services and social support activities.
• Internal organization: Chorus Australia has transformed its management model from one that is centralized and hierarchical to one that is decentralized and collaborative. Before, service planning was managed by a “central office” with decisions made formally and multiple levels of hierarchy. Now, small, local teams make decisions independently, with a holistic approach geared to customer needs. There are no longer formal managers and every member of the organization is directly involved in care, including the customers themselves. This change aims to foster community connection and improve the effectiveness of services, putting the customer at the center of every decision.
• Practical example: Each Chorus team can organize its own activities independently, adapting them to the needs of the local community without having to wait for formal approvals from superiors. Teams can respond promptly and with greater empathy to community needs.
• Recent successes: Chorus has been recognized in Australia for its innovative model of community care and its positive impact on the community, which has led to increased satisfaction among both users and employees.

Sector: Legal and Finance

BvdV

Identikit

• Official site: www.bvdv.nl
• Year of foundation: 2006
• Size: 23 people
• Current CEO: No traditional CEO; the company is collectively managed
• Country: Netherlands
• Main product: Legal and tax services, specializing in corporate, tax and contractual support. BvdV offers legal support in complex business settings and advises start-ups, SMEs and large companies.
• Internal organization: BvdV adopts a collaborative management model that does not include a CEO. All team members are involved in strategic and operational decisions, ensuring that each voice has equal weight and that decisions are made collectively.
• Practical example: Lawyers collectively decide which cases to take on and how best to handle them, ensuring transparency and fair distribution of work. This method ensures a high level of personal involvement in each legal case and increases the quality of service.
• Recent Successes: BvdV has been recognized for its innovative approach in the legal industry, increasing client satisfaction and achieving continued growth of the firm. The collaborative model has helped improve internal relationships and attracted new clients seeking innovative and trust-based legal support.

Viisi

Identikit

• Official site: www.viisi.nl
• Size: 34 people
• Year of Establishment: 2010
• Current CEO: No traditional CEO; company is managed through holacracy
• Country: Netherlands
• Core Product: Financial services and mortgage advice, with a strong focus on sustainability and transparency. Viisi works to offer financial solutions that respect long-term sustainability values, creating a positive impact for both clients and society.
• Internal organization: Viisi is organized very differently from typical financial firms through a decentralized management system that focuses on self-management and distributed authority. There are no traditional managers: the company is managed through autonomous teams called “circles” (or “circles”), where responsibilities are defined but flexible. Each team member, called a “Viisionair,” assumes the role of leader for certain activities, based on his or her skills and the company’s goals. Leadership in circles is based on the principle of “Primus Inter Pares,” or “first among equals”-a coordinating role that changes among team members. This structure allows teams to be dynamic and autonomous, making decisions collaboratively and continuously adapting to new needs.
• Practical example: Viisi’s employees participate in setting company goals and can independently make changes to processes to improve the efficiency of their work.
• Recent achievements: Viisi has been recognized for its progressive work environment and for being one of the best employers in the Netherlands. Its holacracy approach has enabled it to attract talent, improve customer services, and maintain a strong focus on sustainability. Viisi has become an example of a company that manages to combine profit and positive social impact.