From a concerning 80% young employee turnover to achieving first place in GPTW for young employees within a mere three years. Ever wondered about the impact of redefining an organization’s leadership approach? Learn more on this edition of Semco Style Story featuring Energize Group from Japan!
Can a non-profit organization run successfully in a self-managed way of working?
Discover the powerful secrets of self-management with Holly, the founder and CEO of Indigo Volunteers, a remarkable charity that has made a significant impact on the lives of refugees along the European migratory route. Through their grassroots partnerships, Indigo provides essential aid, healthcare, education, skills workshops, and vital services to tens of thousands of refugees.
Roxell Pharma, a pharmaceutical distribution company from Bolivia, boasts nearly three decades of industry experience. However, despite their longstanding presence, they are grappling with a significant financial challenge. How did Brave Leadership manage to turn the tide in a mere six months, fostering optimism for the future and nurturing an engaged, expanding team?
Transform teams and how they operate and help people flourish in their work: this is the purpose of PTHR (People and Transformational HR) – a UK-based consulting firm. They describe themselves as a connected, collaborative enterprise of conscious business activists with audacious dreams framed by their mission: “Better business for a better world.”
“Having just a compass or a map will not bring you towards self-direction. You need both,” said Joël van den Doel, Vibber’s creative director, while talking about his connection with Semco Style. Consultancy company, Vibber, has made large strides towards becoming self-directed with the practical guidance of Semco Style. In its journey, the organization has found the balance between the ambition to grow and the need to protect its culture of empowering employees.
“Most families run their households like a self-organized team,” said Pieter de Lange who works for the Personal Banking Department of ABN AMRO. His department used to have ~3500 employees before ABN AMRO began collaborating with Semco Style Institute (SSI) in 2018. Their aim was to work towards a human-centric business where trust, team maturity and integrity were core values.
For SSI, it was the biggest challenge they had taken on to date – supporting ABN AMRO, a large corporate organization, through their journey towards self-organization. Right from its start, in 2018, the project was focused on creating the foundation and boundaries required to make self-organization work as it would at home.