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BSO
A short history




martijn@upstream.nl, @martijnkriens
Martijn Kriens
•    Director Health-Lab & Amsterdam Living Lab
•    Board member IIP-SaaS
•    Univ. of Applied science Amsterdam
•    Founder Medical Data Recorder
•    Partner iCrowds, Upstream
•    MSc Business Science

•  Director BSO/Quality Innovation

•    Twitter: martijnkriens
•    Skype: martijn.kriens
•    Mail: martijn.kriens@icrowds.net
•    Tel: +31 6 43088338
•    Blog: www.iCrowds.net
Topics
•    Short description BSO
•    Differences from Self management
•    Main lessons
•    The demise, lessons learned
Eckart Wintzen
History
•  Start in 1975 with a management buyout
   –  25 people
•  In 1990 2500 people
   –  in 50 Ltd. companies
•  1991 acquired outsourced Philips IT
   –  4000 people
•  In 1996 sold to Philips
   –  6000 people
Mission



 Helping	
  medium	
  and	
  large	
  
 organiza0ons	
  with	
  the	
  introduc0on	
  of	
  
 new	
  technologies	
  
 	
  
 (secondment)	
  
Cell philosophy
Cell philosophy
Effects
•  Shared Genes
   –  Unwritten procedures
     •  “this is how it is done”
   –  Shared culture (almost the same DNA)
•  Mutual dependency, human sized
   –  Dunbar number: 50, the band
•  Many entrepreneurial roles
Each cell a profit centre
•  Freedom in:
   –  Approach to the market
   –  Selection of colleagues
•  No separate HR, IT (self supporting)
•  No check on contracts ex ante
•  Cooperation with other cells
Focus
•  No Freedom in:
  –  Where to sell
  –  Housing, Logo’s, house style, Office decoration
  –  Financial system
  –  Press relations
Difference from Self Management
At first sight…


                             Director


        Technical manager               Commercial manager


                                          Office manager




                            Employees
Director as Coach
Strong culture
•  Freedom ánd accountability

•  Being different
   being proud

•  Quality
Transparancy



“in Walkabout Creek, when you have a
problem, you tell Wally. Wally tells everyone.
Problem solved..”
Transparancy
•  Peer audits
  –  Semi yearly audits by colleague directors
  –  Audits with understanding
•  Monthly reports visible for all
  –  Easier to help
  –  Finding best practices
Selection of colleagues
•    4 hours off / 4 hours awake
•    Danger of storms, hurricanes, icebergs
•    Risk of getting killed
•    Pay: -100.000
Selection of colleagues
Hiring now
Selection of colleagues
•    Interviews with at least 6 future colleagues
•    When one person hestitates: NO
•    Everything within the cell
•    Strong buy in from both sides

•  For key roles internal candidates
Limits of model
Large customers, national accountmanagement
National culture
Not everybody is Dutch
International differences
Demise: lessons
The importance of the top



 Trust yourself and not the loony they call
 President
                                    Tom Peters
Less coach, more boss
•  Eckart Wintzen until 1996
•  Henk Cohen (until 1998)
  –  The quarrel Boonstra
•  Tom Butler & Geoffrey Carroll (until 2000)
  –  Tom & Jerry, EDS, Rationalisation
  –  Goodbye to cell structure: chaos
•  In 2000 sold to ATOS (French…)
Daisyworld
The importance of redundancy
Summary
•  Human size

•  Independence & Trust

•  Strong mutual goals and morals

•  Freedom & Accountability
Be yourself and by doing that be
different than others
                          Eckart Wintzen
                              1939-2008

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Morning star seminar bso

  • 2. Martijn Kriens •  Director Health-Lab & Amsterdam Living Lab •  Board member IIP-SaaS •  Univ. of Applied science Amsterdam •  Founder Medical Data Recorder •  Partner iCrowds, Upstream •  MSc Business Science •  Director BSO/Quality Innovation •  Twitter: martijnkriens •  Skype: martijn.kriens •  Mail: martijn.kriens@icrowds.net •  Tel: +31 6 43088338 •  Blog: www.iCrowds.net
  • 3. Topics •  Short description BSO •  Differences from Self management •  Main lessons •  The demise, lessons learned
  • 5. History •  Start in 1975 with a management buyout –  25 people •  In 1990 2500 people –  in 50 Ltd. companies •  1991 acquired outsourced Philips IT –  4000 people •  In 1996 sold to Philips –  6000 people
  • 6. Mission Helping  medium  and  large   organiza0ons  with  the  introduc0on  of   new  technologies     (secondment)  
  • 9. Effects •  Shared Genes –  Unwritten procedures •  “this is how it is done” –  Shared culture (almost the same DNA) •  Mutual dependency, human sized –  Dunbar number: 50, the band •  Many entrepreneurial roles
  • 10. Each cell a profit centre •  Freedom in: –  Approach to the market –  Selection of colleagues •  No separate HR, IT (self supporting) •  No check on contracts ex ante •  Cooperation with other cells
  • 11. Focus •  No Freedom in: –  Where to sell –  Housing, Logo’s, house style, Office decoration –  Financial system –  Press relations
  • 12. Difference from Self Management At first sight… Director Technical manager Commercial manager Office manager Employees
  • 14. Strong culture •  Freedom ánd accountability •  Being different being proud •  Quality
  • 15. Transparancy “in Walkabout Creek, when you have a problem, you tell Wally. Wally tells everyone. Problem solved..”
  • 16. Transparancy •  Peer audits –  Semi yearly audits by colleague directors –  Audits with understanding •  Monthly reports visible for all –  Easier to help –  Finding best practices
  • 17. Selection of colleagues •  4 hours off / 4 hours awake •  Danger of storms, hurricanes, icebergs •  Risk of getting killed •  Pay: -100.000
  • 19. Selection of colleagues •  Interviews with at least 6 future colleagues •  When one person hestitates: NO •  Everything within the cell •  Strong buy in from both sides •  For key roles internal candidates
  • 20. Limits of model Large customers, national accountmanagement
  • 23. Demise: lessons The importance of the top Trust yourself and not the loony they call President Tom Peters
  • 24. Less coach, more boss •  Eckart Wintzen until 1996 •  Henk Cohen (until 1998) –  The quarrel Boonstra •  Tom Butler & Geoffrey Carroll (until 2000) –  Tom & Jerry, EDS, Rationalisation –  Goodbye to cell structure: chaos •  In 2000 sold to ATOS (French…)
  • 26. Summary •  Human size •  Independence & Trust •  Strong mutual goals and morals •  Freedom & Accountability
  • 27. Be yourself and by doing that be different than others Eckart Wintzen 1939-2008