In our agile-learning organization (ALO), we distribute leadership and make decisions together.
In our agile-learning organization (ALO), we distribute leadership and make decisions together.
Netstream AG was founded back in 1998 by Alexis Caceda, Dominik Breitenmoser and Reto Kasser. Following the motto: "The best way to predict the future is to shape it", we have completely rethought our management and organizational structure. Because for us it is time for a paradigm shift in business. So we now work completely in a decentralized organizational structure with a distributed leadership style (as an agile-learning organization). Curious to see how this works?
For our organizational structure, we were inspired by the "Approaches / Concepts of the Collegially Managed Company" by Bernd Oestereich and Claudia Schröder and had the Zurich-based consulting firm me&me | your transformation partner accompany us on this path.
"Agility" in this case describes a mindset, a certain attitude and way of thinking, and not well-known methodology or process approaches (such as Scrum). The agility mindset focuses on the benefit and goal of action. The goal becomes much more important than the way to get there. Through constant adaptation, improvement and further development, perfection can thus be achieved on a path that at first glance does not appear perfect. The concept of agility also includes the continuous development of each individual employee. The company supports this with various vessels in the organization and diverse further training and coaching offers.
The classic pyramid is made up of a few at the top and many at the bottom. Decisions are made at the top and take time to be adopted at the bottom. In shared leadership, there is no classic boss. Decisions are made together (consensus = minimization of resistance) and carried.
We do not have a classic department, but interdisciplinary teams with value-creating or service-providing functionality.
Our company is structured according to value-adding circles (so-called business circles), service circles and roles. Within a "designable framework" that we have received from the owners, we are completely independent. We call the shots and benefit from the knowledge and experience of each individual colleague.
All colleagues lead along depending on the context. This means that you don't always have to be involved in deciding everything, but can also focus when needed. This allows us to actively support where we are needed.
Assigning blame is useless. That's why we make decisions together (by consensus) and therefore also jointly.
To ensure that decisions can be supported jointly, we do not pursue the principle of the highest possible level of agreement (classic consensus procedure), but strive to minimize objections (consensus). In this way, we achieve the highest possible implementation energy and sustainability of our decisions.
We are all at eye level and behave accordingly among ourselves. For this reason, we see ourselves as colleagues who run the company and not as employees.
Without trust it does not work! An important part of our culture is that we can delegate tasks from management within a framework. This way, decisions can be made where the know-how is and where the decision is needed. For this reason, we continue to build our trust in each other day by day.
We maintain open communication with each other as well as with our partners. We approach each other proactively so that we can address things (whether trivial or sensitive) at any time. In this way, nothing builds up that could hinder us in our day-to-day work.
We respect each other, the opinion of each individual and take each other seriously. We need this to create an environment of trust.
Mathias Riederer joins the Executive Board as Chief Financial Officer.
BILANZ rating: 1st place fixed-network telephony residential customers, 2nd place fixed-network telephony business customers.
Sign up for the newsletter now.
Secure Cloud Storage Now!
