Making working
together work

Start-up SPARK needed a new and human remuneration strategy.

Salaries are taboo: Employees don't talk about it but find it important. It determines their value. That's why we interviewed all employees and opened up salaries. After this, we facilitated multiple management- and company-wide sessions to define what remuneration fits an impact start-up like SPARK.

A thorough benchmark of every employee's salary, a remuneration structure and a strategy with quick-wins and long-term goals. All while involving everyone so the strategy is supported by the whole organization  there's mutual trust between colleagues making them feel valued. In collaboration with Emaho.

DGTL Festival developed a new brand strategy. How to realize it?

A new strategy creates personal anxieties that, if not shared, withhold us from doing the change necessary. Through multiple sessions, we created space to ask questions, share concerns and fears. Afterward, we translated the strategy into concrete projects with a detailed plan of who needs to do what, when, to make it reality.

From concept to concrete projects, clear outcomes and tangible behavior: Employees now own the strategy. But more important, they connected with each other on a human level, which increased trust and motivated them to do the work together.

Graydon needed to become a responsive organization.

We set up cross-functional teams in the organization and started to build trust and align expectations. For six months, we coached weekly meetings and ran team-dynamics sessions to make members work better together. More than structure, self-organizing is about changing behavior: learning how to work with roles and responsibilities instead of titles, give and receive feedback, and reflect.

Past quarters, the teams had the highest revenue of the whole organization. Moreover, engagement was high because they work based on trust and transparency.In collaboration with OrganizationBuilders