Work Organization

The thinking behind Canvasation and teamdecoder.

I have seen a lot of old school managers that have opened up to new ways, visions and values without meaning being brought to life and teams developing a sense of worth, contribution and responsibility. There is so much to do - and so few known rules to apply. I love that :)

After consulting many companies on their brand strategy issues I have realized, that very often it is the structure within these organizations that needs to adapt in order to enable a different thinking.

Other topics in Collaboration:

all about teamdecoder

another team tool: "Canvasation"

and a great workshop facilitation technique: LEGO (R) Serious Play (R) 


So I have accompanied many companies in ...

Self-Managing Teams: Thoughts And Learnings

For a few years now I have been researching and experimenting in the area of “new work”. I read all the obvious books, I virtually followed the Corporate Rebels on their journey ticking off all those amazing companies on their impressive bucket list, I took some Holacracy lessons (e.g. at Dwarfs&Giants in Vienna) — and all of this to finally arrive … where else … in reality. Through my work with self leading and self organizing teams I have learned a lot.

> Read blog article on Medium

better conversation is needed everywhere

Change usually comes from the top, which is weird, because then it needs to be "managed" and loses all grassroots engagement it could/should potentially have.

Communication is crucial on all levels - but the relations in hierarchies are difficult and not always in favor of the wished for change. Who wants what? Do I need t push something I do not believe in?

Read this article in my blog for more details.

Values As Wallpaper

I like a value oriented company! But it is very rare to see one that lives its values in the day-to-day and delivers proof of having lived by them. I think most values are not created in the right way. They should less be developed to be nice sentences that can serve as wallpaper and be looked at more like "project briefings", that kick off the work to come. Ping me to know more.


When bosses open up to the many possibilities for change within the company, it is crucial to start a bottom up process involving everyone. The strategies of change cannot be forced upon the employees. I worked with teams on topics like "teams", "culture", "leadership", "implementation" or "basics" to create a new constitution for everyone. Ping me to know more.


Teams managing themselves sounds like a dream, but it is hard work in the beginning. I have developed and tested a governance process that helps teams to dedicate time working ON the company, instead of only working IN it. With an open to all doc containing rules, roles and todos that is constantly improved. By everyone. Ping me to know more.


Inspired by Holacracy I have implemented and coached many "circles" taking over responsibilities from an organization on specific topics. Developing a meaningful purpose, a way or working and relevant outputs helps circle members and organizations to overcome internal barriers and to offer true power. Ping me to know more.


To help companies to experiment with skills, domains, roles, links, circles and projects as well as a consequent governance process, I have developed teamdecoder which helps to see what is there, to find our what is needed and how to best work together in a less stiff way.

learn more

Inspired By: Corporate Rebels

I have been very inspired by what these guys and girls do, starting with their bucket list of companies and now also their book. They have traveled the world to visit companies applying new ways of work and I couldn't agree more on these 8 important workplace changes of our time:

Chapter 1: from profit to purpose & values

Chapter 2: from a hierarchical pyramid to a network of teams

Chapter 3: from directive leadership to supportive leadership

Chapter 4: from plan & predict to experiment & adapt

Chapter 5: from rules & control to freedom & trust

Chapter 6: from centralized authority to distributed authority

Chapter 7: from secrecy to radical transparency

Chapter 8: from job descriptions to talents & mastery