Why?
Research already proved it: profit sharing or autonomy in itself has no impact on the company’s turnover. But do you choose the combination of the two? Then the involvement is no less than 50% higher.

How?
We implement clear structures and consultation processes. These stimulate decisiveness, increase transparency and reduce the need for control. Moreover, we formally define the freedoms of the self-correcting teams in three rights.

• Strategy: the right to determine opportunities, set priorities and enter into internal and external partnerships.
• People: the right to make decisions about hiring colleagues, align people and roles and define working relationships.
• Distribution: the right to decide on wages and distribute bonuses.

Result:
We obtain a new and safe context in which we identify friction – and turn it into improvements for the entire team. In this way, real action and change will take place and innovative ideas will be conceived and tested.

Why?
Objectives are often set on the basis of past experiences. This only changes when something goes thoroughly wrong. A lack of support for daring thinking and acting has negative consequences for the entire company.

How?
We put ambitious goals for growth and transformation on the table, and make sure that every team is driven by them. That’s how we do it:

• We get the teams to write a ‘dream-promise-value’ statement. This includes matters such as (among others) the degree of user involvement, the degree of unique customer value and the generated profit.
• We set objectives based on market statistics. In this way we encourage teams to grow four to ten times faster than the market average.
• In addition to selling products and services, we focus on building an ecosystem from scratch. arktstatistieken. Zo stimuleren we teams om vier tot tien keer sneller te groeien dan het marktgemiddelde.

Result:
Each employee has a clear view of objectives – and his/her own responsibility to help achieve them.

Why?
In most organisations, many employees work in internal monopolies (HR, ICT, …). However incompetent they may be, they cannot be evaluated by the teams they serve.

How?

• We leave everyone free to buy or not services from other teams/external suppliers.
• We draw up predefined and non-negotiable rules on margin sharing and minimum performance standards in collaboration with internal suppliers
• This reduces friction during negotiations.

Result:
This approach discourages mediocrity, unites around the common goal of great customer experiences and maximizes flexibility.

Why?
Large investments are often seldom synchronized. This creates even more management layers, mandates and functions. Which in turn leads to cumbersomeness, delay and fear of renewal.

How?
We open up all clusters to all teams. Teams can register where they wish: teams in a similar sector – or focused on exploring new opportunities.

Result:
Knowledge, investments and opportunities are shared and tackled together. Which in turn stimulates team spirit, self-esteem and involvement.

Why?
There is often secrecy and reluctance to involve external parties in strategic matters. This closed system provides a quenching of futility and an extinction of innovation.

How?
We will tell you all about why your organization is not a stand-alone entity, but a hub in a larger network. We talk about crowdsourcing and other ways to get prototypes validated by users – before investing solid budgets in them.

Result:
Your network of external experts will help the company address challenges and pain points. In this way, problems will be put on the table faster – and feedback will be provided and recorded more quickly.

Why?
Our companies are generally very conservative. Not ‘daring’ leads to a lot of missed opportunities – and a stagnation of growth.

How?
We transform organisations into a large ecosystem of modular start-ups. We stimulate internal innovation in three different ways.

• An intrapreneur puts an idea online and asks others to contribute to the implementation of the business plan.
• An entire cluster invites internal teams and outsiders to exploit untapped potential.
• A candidate-entrepreneur presents his/her idea at business events that connect local innovators with cluster leaders and internal teams. ter nodigt interne teams en buitenstaanders uit om onontgonnen potentieel te benutten.

Result:
These teams now have a solid basis in terms of entrepreneurship. They can then benefit from the company’s leverage by signing contracts with development, sales and administrative support teams.