wega Breakfast - Embracing Change
Navigating Challenges in Transitioning from Hierarchies to a Network-Based Organization
For many years, wega was a small sized company (about 25 employees) with flat structures and direct full management. As the company was growing, a new management layer was introduced and in parallel the three founders sought a seamless transition of their operational duties.
As the organization experienced further growth resulting in increased complexity, the necessity emerged to create a new structure to support this growth and include employees in the company evolution.
To enable a high level of adaptability, we opted for a gradual shift towards self-organization, adapting to emerging needs and priorities rather than a sudden change.
Although studying existing literature, we decided not to implement an existing organizational model like Holacracy or Spotify. We decided to leverage our creativity and experience to organize ourselves in a way that best suits our unique organization. Nevertheless tweak & steal good ideas from existing implementations is a strong pillar of our approach.
Over the past two years, we have diligently developed our "wega model", implemented new processes, and integrated them into our QMS. This year focuses on stabilization and several improvements and adaptations emphasizing optimal staffing, employee skills development, business development, and communication.