At Springest you do not seek consensus and that works

2015 – Springest is a site with 38,000 courses from 4,000 suppliers. With this site, people can find and compare training courses, e-learning, coaches and tests.
On the site you can find an article about the new way of organising in the company written by Nura Rutten: “At Springest you do not seek consensus and that works" (Oct., 2015.). This article is summarized below. 

Workplace Innovation
Since 2012 Springest works as a Holacracy. That is, the ‘purpose’ plays a central role and authority is divided over all employees. The employees are working in circles (cf. teams) and have roles (responsibilities); there are no managers because the employee is his or her own manager. 

The ambition of the founder was to be ‘the learnest company of all’ and Holacracy fits with that. 

The very first step and prerequisite for transferring a role is to make explicit what you do in that role. Transparency is a core value of Holacracy.
Now, for new coming employees there is a strict program to learn the rules of the Holacracy-game. Indeed in the beginning, they have experienced that learning the right the rules immediately is very important.
The founder of the company had decided that he was going to introduce Holacracy in the company

and people who could not accept that, was told that they might as well go. In practice those who did not like it departed voluntarily. 

The employees manage their own roles. Decisions that fit a role have to be taken by the person who has that role and no one else. Seeking consensus or associates is waste of time. “A project is a project, and social aspects should not play all the time."

There is a clear distinction between ‘work’ and ‘tribe space’, which gives more freedom. 


No results are described in the article. 


Rutten, Nura. ‘Bij Springest zoek je niet naar consensus en dat werkt’, October,15-2015. See: