Financials in Buurtzorg
I took from a book that the financials are not handled by the independent circles in Buurtzorg but by De Blok personally. How does he decide to keep/kill circles? Is it up to him?
Here is the quote: "He also feels responsible for taking timely measures to ensure that the organization’s financial health is maintained." (p. 18 Self-ManageMent: How it Does work)
Is this correct?
In his excellent book Brave New Work, Aaron Dignon asks whether your organisation behaves like traffic lights or roundabouts. These are two very different approaches to busy road intersections. Traffic lights have strict rules, which require no thought or judgement. You go when its green and stop when its red. Roundabouts, on the other hand, are based on agreed principles.
Work is solving other people’s problems. Most progressive companies on our Bucket List think they do that best when structured as networks of teams, rather than hierarchical pyramids. Teams in radically decentralized networks are often self-managed and highly autonomous. And these teams are often very small. They rarely consist of more than 15 people. But why are self-managed teams in these networks typically so small? There are very good reasons.
We sent out our first newsletter nearly 5 years ago—around the end of 2015. We had just quit our corporate jobs to embark on this crazy adventure called Corporate Rebels. A lot has happened since then! But one thing that hasn’t changed: our newsletter. And it's about bloody time to do so....