Video Animation: How Buurtzorg Works

Joost
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- 1 min read

As we're getting ready to launch the first cohorts of students for the Corporate Rebels Academy we are excited to release yet another sneak peek into the course content. Recently we shared the first video animation about the Chinese white goods giant Haier. Now it is time to release the second post in a series of videos on the world's most pioneering organizations. This time it is all about the Dutch health-care organization Buurtzorg.

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Over the last decade Buurtzorg, with its progressive organizational model, has not only revolutionized the health-care industry, it has also captured the imagination of many people around, including management gurus as Frederic Laloux and Gary Hamel.

We've collaborated with Buurtzorg for years now. During this collaboration we have gained unique access to their organization and people, and have gained in-depth understanding of their unique approach to work.

Corporate Rebels Academy

In our Academy, Buurtzorg is just one of the pioneering case studies. We will explore in detail how the company works and what other organizations can learn from their progressive model.

During the course, you will learn about workplace pioneers via videos, interviews, assignments, and live Q&A sessions with pioneers. We also share video animations to explain complex things simply.

Here’s a sneak peek: a video animation on Buurtzorg's way of working. Sit back, relax, and enjoy!

What do you think? Ready for more? Well, you better apply for the September cohort of our online course.

Don't want to miss out on more of these video animations? Subscribe below.

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Replies (8)

Jaka

Jaka

Great video Rebels!

| | 7 | Flag
Portina

Portina

This is so good!!!

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john mortimer

john mortimer

What a great example of the approach that results in a radically different set of foundations for a service organisation. The video describes the key to making it work; Purpose that is the focus for everything they do, followed by key principles that direct how they design their way forward. Then see everything else rooted to these key principles.
It demonstrates a paradigm that is diametrically opposite to that of what we could call 'normal' organisation design.
Its not rocket science, but the barriers Jos de Blok had to face to make it happen can rarely be overcome easily. In the public sector in the UK, there have been many prototypes that mimic Buurtzorg principles, but they all fail once they get exposed to the rigidity of the national restrictions that are in place. And when they exposed to the 'normal' command & control management thinking.

| | 6 | Flag
Dawn Nizzi

Dawn Nizzi

Incredible model! As John Mortimer said in his comment about the UK, the US has so many barriers to this model, especially around healthcare delivery: build the complicated infrastructure, then do the important work.
So exciting to learn about how work and corporate structure can be different and successful. You don't know what you don't know.

| | 2 | Flag
Ken

Ken

Very, very impressive...a great explanation...with imaginative videos.

| | 2 | Flag
Sergio

Sergio

Thank you. This video shows everyone a better world is possible.

| | 1 | Flag
Stephen Lee

Stephen Lee

Another brilliant video - very thought provoking
Would love to know more about what the tiny HO function do beyond team support and CEO direction / comms. We know it's not planning, HR or marketing but what have they had to keep in the centre to make sure it all works?

| | 0 | Flag
Pim

Pim

Join the Corporate Rebels Academy for more on this! Plus, we're releasing a course solely focused on Buurtzorg soon. Sorry for the frustrating cliffhanger there.

Sneak preview: CEO Jos de Blok: “The headquarters takes care of the inevitable bureaucracy, so the nurses won’t be bothered with it. Think about charging for the health care, making the official financial statements and making sure that our nurses getting paid.”

Another brilliant video - very thought provoking
Would love to know more about what the tiny HO function do beyond team support and CEO direction / comms. We know it's not planning, HR or marketing but what have they had to keep in the centre to make sure it all works?

Stephen Lee

| | 5 | Flag
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