Mayden: Redefining Work Without Managers

The RenDanHeYi model, developed by Haier Group CEO Zhang Ruimin in 2005, is revolutionary management philosophy aimed at transforming traditional hierarchical corporate structures into highly adaptive, customer-centric ecosystems. Rooted in the belief that employees (Ren) and their entrepreneurial capabilities should align with customer needs (Dan) to create value, the model emphasizes individual accountability and dynamic organizational roles (HeYi). By dismantling conventional silos, the RenDanHeYi model fosters a network of autonomous micro-enterprises within the larger corporate entity, transforming the organization into a nimble startup factory.

To develop and share the idea of Zero Distance and its broader management philosophy of RenDanHeYi, Haier hosts an annual forum to celebrate the world's most progressive organizations. This September marks the 8th edition of the forum, taking place in Haier’s hometown, Qingdao, on September 20. Working with the Business Ecosystem Alliance and the Management Lab, the Haier Model Institute will release the inaugural listing of the progressive companies which are putting Zero Distance and related ideas into practice.

These organizations are characterized by:

• Zero Distance to customer | Decision what to build is based on insights from the marketplace

• Autonomy | Small teams with full decision-making autonomy enable speed in execution

• Shared Rewards | Everyone in the micro-enterprise participates in its financial success

For the 2024 inaugural ZeroDX awards, Haier approached us to list 50 self-managed organizations that showcase the principles of RenDanHeYi in how they organise their work. Mayden is one of the 50 organisations we listed this year.

Introducing Mayden

Founded in 2000, Mayden is a UK-based health tech company that creates innovative digital solutions to support the delivery of healthcare services. Their flagship product, iaptus, is a patient management system used by over 200 organizations, primarily within the NHS. Mayden’s focus is on supporting data-driven, patient-centered care by providing digital tools that enhance service efficiency and improve quality of care. iaptus is rich with features that save their customers valuable time and money, with the online appointment booking feature saving £4.8 million for the NHS per year.

Over time, Mayden has earned a reputation as a pioneer in self-management and progressive workplace structures. Their mission is to provide innovative healthcare solutions while creating an environment where employees can thrive without the constraints of traditional management. Today the team has 150 people who are driven by four core values: forward thinking, transparency, collaboration and contribution.

The impact of their progressive ways of work and unwavering customer centricity has a clear impact on every metric they track. From an average annual turnover growth at 18%, via 90% employee satisfaction rate and a staff turnover rate in single figures, to the remarkable 95% customer retention rate over the past 12 years.

This is why we consider Mayden as an excellent example of RenDanHeYi in terms of impact for customers and employees. They have gone to great lengths to decentralize authority and ensure co-creation and shared rewards which makes them a prime nominee for the ZeroDX awards.

Organizational Structure and Decentralization

Mayden operates without traditional management roles. Instead of a hierarchical structure, the company is organized into self-managing teams, where employees have autonomy over how they deliver their work. This approach was inspired by Agile principles and further influenced by forward-thinking leaders within the organization. Teams manage their own processes, set goals, and make decisions collaboratively, with leadership responsibilities taken in each situation based on expertise rather than title​.

A flat organizational structure enables employees to have a high degree of ownership over their tasks and fosters a culture where ideas and initiatives can arise from anyone within the company. As Mayden has evolved, it has continuously refined its self-management model, learning from challenges and successes along the way. Employees are encouraged to take initiative and lead projects, contributing to a dynamic, innovative work environment​.

Customer-Centricity and Service Impact

Mayden’s structure has had a significant positive impact on customer service. By removing layers of management, teams can respond rapidly to customer needs. The emphasis on self-management enables teams to prioritize customer feedback and make adjustments without needing to navigate bureaucratic hurdles​. This approach ensures that Mayden can stay close to its clients, offering tailored solutions and timely support.

As a mission critical clinical system to a complex and changing industry, this ability to adapt and respond efficiently is crucial. Mayden’s customer-centric approach is embedded in every aspect of their operations, from product development to service delivery, making them a trusted partner in the healthcare sector.

Great technology is about more than just features and functionality. Mayden pride themselves on the quality of customer service, training and support that they provide. This is reflected through their 99.2% customer support satisfaction rate and quarterly user feedback surveys:

Mayden's focus on customer service is further enhanced by their commitment to continuous learning and improvement. Each team practices regular retrospectives, which are designed as safe spaces for teams to reflect on their work, identify what went well, and learn from any mistakes. These sessions, facilitated by a coach, foster a culture of openness and transparency, where employees are encouraged to take responsibility for their actions without fear of blame. This approach not only helps teams to improve continuously but also strengthens trust between team members and with their clients​.

Culture and Employee Well-Being

The culture at Mayden is built on values including transparency, collaboration, and contribution. This focus on a supportive, inclusive work environment has helped to create a strong sense of belonging among employees. Mayden also encourages continuous learning and personal growth. At Mayden, the concept of a no-blame culture is a cornerstone of their ethos. Unlike many traditional workplaces where mistakes are often met with blame and punishment, Mayden encourages employees to view mistakes as learning opportunities. This no-blame approach is designed to remove the fear of failure, which can often stifle innovation and creativity. It also de-risks the business by encouraging problems to be surfaced as quickly as possible so they can be addressed without delay. By allowing employees to experiment and take risks without the fear of retribution, Mayden has created an environment where innovation can flourish.

Their approach to remuneration includes bi-annual profit share and ad-hoc rewards based on individual performance, ensuring that employees are fairly compensated and feel a shared sense of purpose within the company​.

Since adopting a flat structure, Mayden encourages its employees to participate in their internal coaching programme. This programme provides access to trained colleagues who coach on work-related questions, projects, career development and personal goals, giving employees the autonomy to manage their own professional growth. A new mentoring programme has also been launched this year.

Each employee has an allocated training budget that they can use towards training tools to help them progress in their role and learn new skills. Growth for every individual will look different and everyone is actively encouraged to curate their own job roles. There are countless examples of staff that have found a new passion, or have expanded their role into new areas of the business.

At Mayden, there is a clear focus on a balanced work-life. Their social committee, known as the 'Ministry of Fun,' organizes various activities and events for employees. Furthermore, dedicated working groups ensure that all employees are heard and can contribute to key projects. These groups, created by employees, cover a range of areas, including data-driven analysis, diversity and inclusion, as well as sustainability initiatives. These groups give the team at Mayden the ability to contribute to agendas beyond their core role, giving them the freedom to push forward causes that they feel passionate about, whilst also giving the company the benefit of combined wisdom, passion and drive to make a difference.

Together, they’re building the kind of company people want to work for; with an agile, open working culture, a flat structure and shared responsibility for reward and success. This has become evident in their high retention rates (their average staff turnover rate is 7.27%, with the average staff turnover at around 15% in the UK).

Conclusion

Mayden continues to be a trailblazer in creating workplaces that reject traditional hierarchies. They craft their own path which aligns with all three principles behind RenDanHeYi - zero distance to customer, autonomy and shared rewards.

Their ongoing journey of self-management is not only a story of innovation but also one of fostering a deeply engaged workforce. By sharing their experiences through their book "Made Without Managers", they hope to inspire other organizations to explore new ways of working that prioritize both people and performance​.