In the first deca­de of this cen­tu­ry, we noti­ced that the exis­ting orga­ni­sa­tio­nal and manage­ment prac­ti­ces in our own com­pa­ny were incre­asing­ly out of step with the needs of the mar­ket and employees. But we still lacked relia­ble models and tem­pla­tes for doing things dif­fer­ent­ly.

Befo­re lea­der­ship could  beco­me a natu­ral part  of the work of every mem­ber of our orga­ni­sa­ti­on, we had to expe­ri­ment a lot, find the right theo­ries, deve­lop many of our own prac­ti­ces and prin­ci­ples, and reco­g­ni­se many mista­kes.

In 2010, we star­ted to hand over the manage­ment of our com­pa­ny to our col­le­agues, and a litt­le later we repla­ced all mana­gers with col­le­gi­al lea­der­ship. Final­ly in 2014, we sold the com­pa­ny to the employees. 

After we published the first books on the sub­ject in 2016 and 2019, many orga­ni­sa­ti­ons of all sizes and from all sec­tors have tes­ted the col­le­gi­al lea­der­ship model and adapt­ed it to a grea­ter or les­ser ext­ent. We were able to accom­pa­ny some orga­ni­sa­ti­ons and gain fur­ther first-hand expe­ri­ence.

At the same time, we have been able to sup­port many hundreds of sys­te­mic orga­ni­sa­tio­nal deve­lo­pers in fur­ther deve­lo­ping their skills and know­ledge of agi­le and col­le­gi­al orga­ni­sa­tio­nal deve­lo­p­ment.