Buurtzorg: Managing without managers

In 10 years, Buurtzorg has grown from 4 to 10,000 employees. The organisation now employs two thirds of the workforce in the community care sector. It is responsible for 70,000 people and has achieved major operating savings by eliminating all managerial functions. Patient and team satisfaction levels exceed expectations. In 2012, the organization was ranked first in customer satisfaction for homecare. It was named best Dutch employer in 2011, 2012, 2014 and 2015. The objective of the case is to understand how Buurtzorg has made autonomy its main source of performance.

- Make students aware of current debates on the questioning of traditional management and the corporate liberation movement.
- Understand how a company has been able to make autonomy its main source of performance.
- Carry out a study of a case that is perfoming today.
- Identify the values and behaviours that enable leadership development.
- Reflect on themselves and question their own capacities to invest in a liberated management.

Workplace Sense - Employee Well - Being, Values - Change - Hierarchy - Control - Trust, Corporate Culture - Liberated company - Leadership

Students level Master 1 and 2 (Universities, Business Schools).
Learners in Continuing Education, no requirements

Medical - Care

- PPT: Debriefing (13 slides)
- PPT: Pedagogical module (15 slides)
- Exam case

Année de la problématique : 2016

Livraison : Livraison par lien de téléchargement

Nombre de pages : 12 avec 2 page(s) annexe(s)

Temps d'utilisation : 3h00

Code du secteur d'activité : 85 - Santé et action sociale