Podcasts about buurtzorg

In Bar Laat gisteravond veel aandacht voor de zaak-Sywert. Eén van de gasten was Jos de Blok, eigenaar van Buurtzorg en gedupeerde destijds. Maar volgens hem leidt de zaak - waar we het al 4 jaar over hebben - af van een grotere problemen binnen de zorg. In zijn pleidooi vertelde hij dat Nederland de grootste oversterfte van Europa had destijds. Maar is dat ook zo?

Het begon met een mondkapjesdeal via de stichting van Sywert van Lienden. Hij was de eerste afnemer en daarmee ook het eerste slachtoffer van de beruchte Stichting Hulptroepen Alliantie. Sven ontvangt Buurtzorg-baas Jos de Blok. Sven op 1 is een programma van Omroep WNL. Meer van WNL vind je op onze website en sociale media: ► Website: https://www.wnl.tv  ► Facebook: https://www.facebook.com/omroepwnl  ► Instagram: https://www.instagram.com/omroepwnl ► Twitter: https://www.twitter.com/wnlvandaag ► Steun WNL, word lid: https://www.steunwnl.tv ► Gratis Nieuwsbrief: https://www.wnl.tv/nieuwsbrief 

Im Podcast spreche ich immer mal wieder mit Experten und Expertinnen über innovative Konzepte und Arbeitszeitmodelle in der Pflege. Ein Ansatz, den beispielsweise auch der ASB Hamburg umsetzt, ist eigenverantwortliches und selbstbestimmtes Arbeiten. Der ASB stellt in Folge 85 das Projekt EVA vor. Ein weiterer Ansatz zum eigenverantwortlichen und selbstbestimmten Arbeiten ist ,Buurtzorg'. In dieser Folge spreche ich mit Gunnar Sander und Achim Schürg über ihre Erfahrungen mit diesem Konzept. Sie berichten wunderbar praxisorientiert über ,New Work' und neue Managementansätze für und in der Pflege.

Arnaud CAILLE est directeur d'un service à domicile. Lorsqu'il a pris son poste en 2019, la situation était très compliquée : déficit budgétaire et démobilisation des équipes qui étaient en souffrance.Afin de changer la situation et pour réenchanter le quotidien des auxiliaires de vie, Arnaud a fait le choix d'un nouveau mode de management basé sur le modèle BUURTZORG : les équipes autonomes.Le bilan est impressionnant : les équipes ont retrouvé le goût de leur métier et l'organisation permet de bonnes conditions d'accompagnement pour les usagers.Nous parlons de la différence de gestion entre un SAAD et un EHPAD. Comment être proche des équipes quand il n'y a pas de contact direct.Nous discutons des actions à mettre en place pour conduire le changement vers les équipes autonomes. Comment retirer les strates hiérarchiques ? Comment faciliter le travail en équipes ? ...Pour Arnaud, La clé du changement est la confiance qu'il faut donner aux équipes. L'autonomie conduit à la responsabilisation.Nous sommes arrivés à la conclusion que pour savoir comment les équipes vivent ce modèle, il faut leur demander. Donc rendez-vous la semaine prochaine pour le point de vue d'une auxiliaire de vie.Pour plus d'infos, Arnaud vous recommande :Le livre "réinventing organization" de Frédéric LALOUXLa page Linkedin du collectif l'Humain d'abord.Vous pouvez contacter Arnaud via Linkedin.Bonne écoute.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Join Murray Robinson and Shane Gibson as they chat with Arnold Stroobach about the Buurtzorg organization, which decentralized its management and administration to small cross-functional self-managed teams that deliver in-home medical care. Buurtzorg is the Netherlands largest provider of home care with 16,000 clinical staff in more than 1500 local self-managing teams supported by only 50 admin people and 45 coaches at the company's headquarters. Buurtzorg's model allows the organization to deliver health care at 40% less than traditional service providers with much better health outcomes and client satisfaction. Arnold explains Buurtzorg's origins methods, and success. Their team structure, responsibilities and roles. And the potential for other organizations to decentralize management to deliver services much more efficiently and effectively at scale.   Listen to the podcast on your favourite podcast app: | Spotify | Apple Podcasts | Google Podcasts | iHeart Radio | PlayerFM | Amazon Music | Listen Notes | TuneIn | Audible | Podchaser |  Deezer | Podcast Addict | Connect with Chris via LinkedIn or over at https://www.svpg.com   Contact Murray via email or Shane on LinkedIn shagility. You can read the podcast transcript at:     The No Nonsense Agile Podcast is sponsored by: Simply Magical Data

Gunnar Sander ist leidenschaftlicher Pflege-Unternehmer, der vor mehr als 22 Jahren die Sander Pflege gegründet hat. Der Träger ist heute an mehr als 30 Standorten mit Angeboten im Bereich stationäre Pflege, Wohngemeinschaften und co unterwegs. 2018 startete er zudem den deutschen Ableger des bekannten niederländischen Buurtzorg-Konzeptes. Im Podcast sprechen wir über die Herausforderungen, Buurtzorg in Deutschland zu übernehmen. Außerdem geht es um Telemedizin-Projekte, sprachbasierte Pflegedokumentation, Roboter und digitale soziale Betreuung.

Gross, Horst www.deutschlandfunkkultur.de, Zeitfragen

Bliver ældreplejen bedre, når den udføres af små selvstyrende teams i landets kommuner? Det undersøger vi i denne episode fra Velfærdsprofeten.Regeringen har varslet grundlæggende forandringer af ældreplejen. Ændringerne betyder, at de ældre får mere selvbestemmelse og mere omsorg – samt at medarbejderne i ældreplejen skal bruge mere tid med borgerne og mindre tid på regler og kontrol. Reformudspillet indeholder også en ny ældrelov, som skal sikre, at hjemmehjælpen i kommunerne som udgangspunkt skal gives af små faste teams, så de ældre, der modtager hjælpen, ikke skal møde så mange nye ansigter. Og det er netop denne del af ældrereformen, der er temaet for denne episode af Velfærdsprofeten, hvor værterne Stine Rahr Bruzelius og Lotte Andersen undersøger potentialet i faste teams i den kommunale ældrepleje.  Mange kommuner er allerede begyndt at organisere deres hjemmepleje i små selvstyrende teams. Formålet er at understøtte en tværfaglig indsats med afsæt i borgerens behov – samt at udnytte og optimere de begrænsede ressourcer i ældreplejen.  Kommunerne har hentet inspireret fra den hollandske Buurtzorg-model, der er bygget op omkring små teams, hvor sygeplejersker, SOSU-assistenter samt SOSU-hjælpere i fællesskab selv tilrettelægger deres arbejde. På denne måde skæres forbruget af tid på ledelse og administration ned til et minimum, så ressourcerne kan anvendes i den direkte pleje.  Selvom de danske kommuner har organiseret deres selvstyrende faste teams lidt forskelligt, så er der alligevel en række fælles gennemgående træk, som især handler om planlægning, visitering og styring. Og det er særligt disse erfaringer, som denne episode vil kaste lys på. Til formålet har velfærdsprofeterne inviteret to eksperter fra Københavns Professionshøjskole i studiet: Lektor Gry Segoli fra området SUND ved Videreuddannelsen samt og docent og ph.d. Benjamín Olivares Bøgeskov fra sygeplejerskeuddannelsen.  Gry og Benjamin forsker og underviser i ældrepleje, og i de seneste år har de sammen været særligt optaget af, hvordan faste selvstyrende og tværfaglige teams kan styrke kvalitet for både borgere og velfærdsprofessionelle i den kommunale hjemmepleje. NB. Som supplement til denne episode har velfærdsprofeterne også udgivet en 'explainer', hvor de vigtigste elementer i ældrereformen bliver gennemgået. Den kan du finde der, hvor du plejer at finde dine podcast.

Arnaud est directeur d'un service à domicile. Lorsqu'il a pris son poste en 2019, la situation était très compliquée : déficit budgétaire et démobilisation des équipes qui étaient en souffrance.Afin de changer la situation et pour réenchanter le quotidien des auxiliaires de vie, Arnaud a fait le choix d'un nouveau mode de management basé sur le modèle BUURTZORG : les équipes autonomes.Le bilan est impressionnant : les équipes ont retrouvé le goût de leur métier et l'organisation permet de bonnes conditions d'accompagnement pour les usagers.Nous parlons de la différence de gestion entre un SAAD et un EHPAD. Comment être proche des équipes quand il n'y a pas de contact direct.Nous discutons des actions à mettre en place pour conduire le changement vers les équipes autonomes. Comment retirer les strates hiérarchiques ? Comment faciliter le travail en équipes ? ...Pour Arnaud, La clé du changement est la confiance qu'il faut donner aux équipes. L'autonomie conduit à la responsabilisation.Nous sommes arrivés à la conclusion que pour savoir comment les équipes vivent ce modèle, il faut leur demander. Donc rendez-vous la semaine prochaine pour le point de vue d'une auxiliaire de vie.Pour plus d'infos, Arnaud vous recommande :Le livre "réinventing organization" de Frédéric LALOUXLa page Linkedin du collectif l'Humain d'abord.Vous pouvez contacter Arnaud via Linkedin.Bonne écoute.

In this episode I'm joined by Brendan Martin leader of Buurtzorg UK&IE. As the global icon of self-management, and progressive approaches to healthcare, Buurtzorg has seen phenomenal success in The Netherlands. But can that success be replicated in the UK? In this conversation Brendan shares the challenges of bringing Buurtzorg into the UK market, and the success stories of how this common sense approach to giving people trust and freedom creates a greater impact for all.  Discover more about Buurtzorg UK&IE;  https://www.buurtzorg.org.uk/  In this conversation Brendan talks about the TICC Project. You can read the report here;  https://bit.ly/TICCFinalReport   Buurtzorg Case Studies https://bit.ly/BZBICaseStudies Teal Around The World GoFund; https://www.gofundme.com/f/supportTATWHybridConference Discover more about Lizzie;  Email - lizzie@libertymind.co.uk https://www.linkedin.com/in/lizzie-benton/  https://libertymind.co.uk/  This season is sponsored by Semco Style UK;  https://www.semcostyle.co.uk/ 

What contributes to workplace happiness? How does compassionate leadership enhance team communication and clarity? How can team members proactively give feedback and uphold accountability for our growth and commitments?Tune in to our episode of "Making Sense of Work" featuring Helen Sanderson, a renowned consultant and coach in well-being and self-management as she discusses various approaches leaders can engage to cultivate both high performance and compassionate teams. Meet Helen SandersonHelen is a sought after consultant and coach. She is an AltMBA alumni and coached on the programme in 2016 and 2017 with Seth Godin. Helen is also a Certified Brene Brown Dare to Lead™ Facilitator.  Helen explores self-management in health and car through her practice 'Helen Sanderson Associates' and 'Wellbeing Teams' in the UK. 'Wellbeing Teams' were small, neighbourhood, self-managed teams inspired by Buurtzorg and were the first self-managed teams in social care to be recognised by the Care Quality Commission in the UK and were rated Outstanding in their first inspection in 2019. They were a provider for four years and now support others to learn the practices that they were using in 'Wellbeing Teams.'  Connect with Helen on LinkedIn Connect with Jean Balfour on LinkedInConnect with Jean Balfour on Instagram @jeanbalfour Experience an Introduction to our Coach Training Programmes with our Free Taster Course: https://courses.baileybalfour.com/course/coach-training-introductionSign up to our newsletter to learn more about upcoming programmes: https://baileybalfour.com/subscribe/

Entrevista di Dia cu Aldrich Croes pa awe 15/8/2023 tabata cu Dalila Trinidad-Monte y Mireille Eerdmans-Laaf tocante Buurtzorg, cu ta cla pa cuminsa sirbi pueblo di Aruba; cuido profesional na cas.

De ondertitel van het boek is wat pretentieus, Haier's RenDanHeYi model and the end of management as we know it De auteurs Joost Minnaar en Pim de Morree zijn de oprichters van Corporate Rebels, hun eerste boek hebben we ook gelezen, Corporate Rebels #boekencast afl 11. Dit is een interessant boek, maar minder makkelijk te lezen dan hun eerste boek, dat als een soort jongensdroom leest. Dit boek is vooral de geschiedenis op een rij van een bijzonder bedrijf. Ze nemen je mee door de vijf opvolgende grote organisatie veranderingen van Haier. Bij het lezen van het boek riep het ook vragen bij me op over de oneindige behoefte om te groeien, en de focus op economisch groei. Hoe duurzaam is dit? Haier is een bijzonder bedrijf en het boek laat zien wat het voordeel is van het opdelen in kleine cellen en werknemers veranderen in ondernemers. Het boek heeft de volgende hoofdstukken: Voorwoord Preface Prologue Earth Water Air Fire Space DIY Rendanheyi Epilogue Het mooie vind ik de drie sterke cultuur aspecten die naar voren komen en dat je kunt meenemen voor je eigen bedrijf: dicht op de klant, de energie van ondernemers, en het delen van de winst. Bijzonder in het boek vind ik de focus op één man, Ruimin, die verantwoorlijk lijkt te zijn voor al het succes. Een bedrijf waar hard werken, en afgerekend worden op succes de norm is. Waar ze het tij mee hebben gehad in een tijd waarin de Chineese markt open ging en het communistische systeem langzaam maar zeker steeds kapitalistischer werd. Earth Achtergrond van de start van het nieuwe bedrijf, de overgang van Ford naar Toyota way met focus op kwaliteit. De Toyota periode wordt volgens de auteurs overgenomen door de Haier periode. Waar decentralisatie een grote rol speelt, zoals ook bij Buurtzorg, Handelsbanken, VkusVill, Centigo en NER group. Wat ik mis is zijn voorbeelden van cooperaties en holocraties, die mogelijk minder geschikt om op te schalen voorbij een bepaald niveau? Verder zou ik grag enkele voorbeelden gezien hebben waarbij het niet alleen om economische groei, maar ook sociaal en ecologische groei gaat, zoals Patagonia. Voorbeelden die wel aan bod kwamen in hun eerste boek. Bedrijven en organisaties waar het niet alleen gaat om zo groot mogelijk te worden, maar vooral om duurzaamheid (ecologisch, sociaal, lange termijn van het bedrijf). Water In dit hoofdstuk gaat het over de geschiedenis van Rendanheyi (1986-2012), waarin hij manager wordt van het verlieslijdende koelkasten bedrijf. Hij veranderd het bedrijf door een focus op kwaliteit, en een merk op te bouwen. Hij gebruikt het OCE model in de uitvoering. Ze komen van een communistische omgeving waarin iedereeen zijn werk deed zonder echte passie of inzet. Toen de kwaliteit eenmaal goed was begon de periode van diversivicatie. Ze nemen veel bedrijven over, mede ondersteund door de staat. Het is goed om je te realiseren dat veel gebeurt in samenwerking met de overheid in deze periode in China, zo hebben ze de wind mee bij het openen van de Chineese markt en de kansen voor Haier om buiten China te verkopen en te ontwikkelen. Een mooi verhaal over hoe GE de Chineese markt op kwam en eerst Haier wilden kopen, en toen dat mislukte gingen ze de aanval in om Haier te vernietigen. Anglo-Amerikaanser kan het haast niet. Interessante afeelding op pag 53 waar de klant boven alles staat, en daaronder de productie, ondersteuning en onderaan de eigenaren. Air Dit is de periode van 2012-2019, de Rendanheyi 2.0 uitvoering. Internet krijgt een centrale rol in de organisatie met verschillende platformen waar bedrijven uit de groep mensen en bedrijven kunnen inhuren. In deze periode schrappen ze de banen van 12.000 midden managers. Ze krijgen de keuze, of ontslag of je wordt ondernemer in de nieuwe structuur. Managers zijn niet meer nodig om te leiden, dat doen vanaf nu de klanten. Fire De periode van 2019 en verder, Rendanheyi 3.0,

Dunia Reverter and Hugo Lopes both reached stages in their careers where working for a corporate was not the way forward. Combining their expertise and vision for work not limited by bureaucracy and control they have launched JobswithNoBosses.com and a crowdfunding campaign to help build it out. Serving an international audience, I'm happy to report three companies are in Canada which is exciting for me (as the show host) having run into managers guided by fear of losing control for the last twenty years! How we view control has been shifting from controlling others to controlling ourselves — a shift in self-leadership consciousness.To support the crowdfunding campaign: https://www.indiegogo.com/projects/jobswithnoboss#/This episode is to support people who seek jobs where there is autonomy and respect for the talent people bring to work. There is hope!! For decision-makers in startups and growing companies, this episode is a reminder that decisions are best made in a distributed way to benefit from diverse and divergent thinkers.For past episodes on:Buurtzorg - healthcare company founded in the Netherlands: https://www.management-issues.com/podcasts/376/revolutionizing-health-care-the-buurtzorg-way/ with Jos de BlokW.L. Gore - leading in a bossless company with Michael Pacanowsky https://www.management-issues.com/podcasts/381/leading-in-a-boss-less-company/Letting go of Control with Kevin O'Brien - a leaders journey https://www.management-issues.com/podcasts/356/letting-go-of-control/Contact or follow host Dawna Jones on any one of these channels:Linkedin: https://www.linkedin.com/in/dawnahjones/Twitter: EPDawna_JonesInstagram: https://www.instagram.com/insightful_dawna/Navigating Uncertainty Newsletter: https://dawnajones.substack.com/Medium: @dawnajonesWebsite: dawnajones.comSupport this show http://supporter.acast.com/insight-to-action-inspirational-insights-podcast. Hosted on Acast. See acast.com/privacy for more information.

Our guest, Thijs is the Director and CEO of Buurtzorg International, the advisory and licensor entity representing the Dutch community care organization Buurtzorg Nederland globally. He joined Buurtzorg in 2017 after a career in the hospitality industry in various countries around the world. Thijs is a frequent public speaker on healthcare and organizational change, and is with Buurtzorg international committed to helping other organizations to do things the Buurtzorg way. He lived in South Korea and Japan for several years to promote and support Buurtzorg partners and projects in the region. He is currently residing in the Netherlands and France with his wife and 2 dogs, and enjoys road cycling, cooking, and traveling.We have seen the catalytic power of conversations in the work that we do, as well as the impact that it brings to our world. Our Living Room is a space for us to connect, to explore thoughts and learnings, in a relaxed and very human way. Through this channel, we look forward to an engaging dialogue and resonance with our guests, and bring a breath of fresh air to the space we occupy in this virtual world. To our listeners and followers, we hope to create an opportunity to candidly eavesdrop and chime in to one of the many interesting conversations around the space of teal, agile and the future of work. Stay tuned for our next Living Room Conversations.

Sich um betagte Eltern kümmern, das behinderte Kind betreuen oder den demenzkranken Ehemann pflegen – über eine halbe Million Menschen in der Schweiz leisten diese Arbeit gratis. Es besteht jedoch die Option, sich für die Pflege und Betreuung von Angehörigen durch die Spitex anstellen lassen. Arbeit mit Wert – Wenn Angehörigenpflege zum Job wird Anouk und Philipp Brunschwiler haben drei Kinder. Als bei einem das FoxG1-Syndrom diagnostiziert wurde, stellte dies das Familienleben völlig auf den Kopf. Durch die Entwicklungsstörung seines Gehirns braucht der heute Sechsjährige eine Rundumbetreuung. Mutter Anouk musste den Job reduzieren und konnte sich durch die Spitex für die Pflege ihres Kindes anstellen lassen. Die finanziellen Einbussen werden nun ein stückweit kompensiert. Noch wichtiger ist Anouk die Wertschätzung, für eine Arbeit bezahlt zu werden, die sie vorher jahrelang umsonst leistete. Spitex auf Niederländisch – «Buurtzorg» erobert die Welt Der Pflegefachmann Jos de Blok gründete 2007 in den Niederlanden die Spitex-Organisation «Buurtzorg» (Nachbarschaftshilfe). Blok wollte eine Organisation mit eigenverantwortlichem Pflegepersonal, wenig Verwaltung und ohne teure Managements. Wichtig war ihm zudem die Einbeziehung von Nachbarn und Freunden, wenn es um die Unterstützung der Betroffenen geht. Inzwischen zählt «Buurtzorg» in den Niederlanden 900 Pflegeteams. Längst wurde das Konzept in diversen Ländern weltweit übernommen. Zum Teil auch in der Schweiz. Neue Wege in der Pflege – Die «Spitex Stadt Luzern» Der ambulante Pflegedienst «Spitex Stadt Luzern» arbeitet neu in selbstorganisierten Teams: Die Belegschaft teilt die Verantwortung und verzichtet auf Hierarchien. Die neue Arbeitskultur führt zu mehr Bewerbungen, weniger Kündigungen und fördert noch mehr Rücksichtnahme auf die Bedürfnisse der Kundinnen, Kunden und ihrer Angehörigen. Speziell ist auch die Zusammenarbeit der Spitex mit dem Nachbarschafts-Projekt «Vicino». Dabei handelt es sich um soziale Treffpunkte in Luzern, die auch zur Vermittlung von Spitex-Dienstleistungen dienen. Zu Hause altern – Stresstest für Angehörige wie Spitex Über eine halbe Million Menschen in der Schweiz pflegen Familienangehörige. Meist wird diese Arbeit von Frauen geleistet – und zwar gratis. Nicht selten müssen sie dafür auch ihr Berufspensum reduzieren oder den Job gar völlig aufgeben. Aber auch die Profis der Spitex kämpfen mit den neuen Gegebenheiten: Während der Pflegebedarf jährlich zwischen drei und fünf Prozent steigt, fehlt es heute schon an Personal. «Puls»-Chat – Fragen und Antworten zum Thema Angehörigenpflege Wie funktioniert Angehörigenpflege als Erwerbsmodell? Wo findet sich Hilfe bei einer akuten oder sich abzeichnenden Pflegesituation? Was bieten private oder öffentliche Spitexorganisationen? Vier Fachpersonen stehen am Montagabend von 21.00 bis 23.00 Rede und Antwort – live im Chat. Fragen können vorab eingereicht werden. «Puls kompakt» – Praxis-Tipps zur Angehörigenpflege Wenn eine angehörige Person akut pflegebedürftig wird oder sich ein Pflegebedarf abzeichnet, ist die Gefahr der Überforderung gross. «Puls» sagt, was es zu bedenken gibt, wer einem weiterhilft und was es für eine Anstellung bei der Spitex braucht.

Karel Volckaert ontvangt in deze Itinera Invites Jos de Blok van Buurtzorg (het Nederlandse Wit-Gele Kruis) die het Nederlandse zorglandschap heeft hertekend. We vragen hem wat de hefbomen zijn en aan welke knoppen we moeten draaien om bepaalde zaken in beweging te krijgen. Jos de Blok heeft het systeem van de thuiszorg grondig door elkaar geschud in Nederland. "Ik heb geprobeerd om de autonomie uit de jaren 80 en 90 terug te brengen in de wijken, zelf zorgteams te organiseren in de buurten die ze kennen en kijken wat nodig is om de bewoners zo goed mogelijk te helpen. Hoe kunnen we de zelfredzaamheid en zelfstandigheid van de mensen zo hoog mogelijk maken? Hoe kunnen we dat zo eenvoudig mogelijk organiseren zonder managementstructuur?" Velen uit het zorgsysteem stonden sceptisch tegenover het ‘oude' idee. Toch in Buurtzorg exponentieel gegroeid. “15 jaar geleden heb ik een analyse gemaakt van het bestaande systeem voor de komende 20 jaar en ik kwam uit op drie grote problemen: de motivatie bij de mensen die in de zorg werken. Hoe zorg je ervoor dat zij die beschikbaar zijn het werk graag blijven doen? Tweede is: hoe geef je de mensen die zorg nodig hebben niet meer dan wat nodig is. Wij doen veel overbodige dingen en maken ze daardoor afhankelijk van het systeem. Het derde is de kostenontwikkeling. Ook de kosten in de zorg mogen niet hoger zijn dan nodig.”

This episode is a conversation with Nico Moleman, founder & ceo of the steward-owned organization BuurtzorgT. They are active in psychiatric care and offer care at home instead of admissions for people with severe psychiatric disorders. They are proving in the field this prevents powerlessness and increases the chances of recovery at home.Nico and I zoom in: The first chaotic two years of the journey to self-managementWhy and how they had to adapt the Buurtzorg framework for self-managementWhy they made BuurtzorgT a steward owned company which is a legal structure that makes the people in the company owner of the companyBut also very operational stuff like how the planning process in a self-managing care organization works

I dagens avsnitt har jag ett samtal med min kollega Jonas Hallberg på temat teamorganisation. Vi har haft flera poddavsnitt om hur man kan organisera i team och i dagens samtal fokuserar vi på hur man kan skala upp en teamorganisation och vad det finns för fördelar med teamorganisationen. Jonas håller på att skriva en guide till teamorganisering som ska bli klar senare i år, men till dess finns det en hel del annat material att utforska på vår hemsida. Avsnitt 68 av podden med Maria Wigenius Sjöberg handlade om att lyckas med teamarbete och vi har även haft avsnitt med Buurtzorg som är en sjukvårdsorganisation som helt och hållet är organiserad i självstyrande team. Detta och mycket annat hittar du via vår hemsida https://www.sonder.se/inspiration/ Boken Nine Lies about Work hittar du t ex på Amazon: https://www.amazon.se/dp/1633696308?ref_=cm_sw_r_cp_ud_dp_H0XFXEGDNV4XY1Z79EFP Sätt gärna betyg på podden också i din podcastapp – det hjälper fler att upptäcka podden, så den hjälpen är mycket uppskattad. Poddavsnittet med Maria Wigenius Sjöberg https://on.soundcloud.com/nevGh Poddavsnittet med Buurtzorg https://on.soundcloud.com/eDb5W

Bio Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia's largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model. He has helped numerous other companies globally getting started on a Beyond Budgeting journey.  Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT).  He is a popular international business speaker and Beyond Budgeting coach, and a winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his almost thirty years long Beyond Budgeting journey.  His new book “This is Beyond Budgeting – A Guide to more Adaptive and Human Organizations” with a foreword by Gary Hamel is just out. Bjarte is available for speaking engagements and select consulting work through Bogsnes Advisory.  Episode Highlights  04:33 New book ‘This is Beyond Budgeting' 07:40 Beyond Budgeting 16:25The issue with the current performance appraisal process 19:45 The case for change 31:00 Becoming braver 33:50 ‘Losing' control 49:10 Reflect on the risk picture  Books ·         This is Beyond Budgeting: A Guide to More Adaptive and Human Organizations by Bjarte Bogsnes This Is Beyond Budgeting: A Guide to More Adaptive and Human Organizations: Amazon.co.uk: Bogsnes, Bjarte: 9781394171248: Books ·         Implementing Beyond Budgeting: Unlocking the Performance Potential by Bjarte Bogsnes Implementing Beyond Budgeting: Unlocking the Performance Potential: Amazon.co.uk: Bogsnes, Bjarte: 9781119152477: Books ·         Maverick by Ricardo Semler https://www.amazon.co.uk/Maverick-Success-Behind-Unusual-Workplace/dp/0712678867 ·         Humanocracy by Gary Hamel et al https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2TCKWN ·         The Future of Management by Gary Hamel and Bill Breen https://www.amazon.co.uk/Future-Management-Gary-Hamel/dp/1422102505  Websites ·         Beyond Budgeting Institute https://bbrt.org ·         Bogsnes Advisory (Bjarte's consulting firm) https://bogsnesadvisory.com  Social media ·         LinkedIn: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ ·         Twitter:  @bbogsnes  Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello, Bjarte. Thank you for being my guest on the Agile Innovation Leaders Podcast, it's a great honour. I remember meeting you for the first time last year in Copenhagen at the Beyond Budgeting Roundtable, and you kindly accepted. So thank you for being here today. Bjarte Bogsnes Thank you for the invitation. Ula Ojiaku Great. So could you tell us any experience that you might have had growing up, that would have led to where you are today? Bjarte Bogsnes Well, the author Douglas Adams, he once wrote that: “I might not have gone where I intended to go, but I think I ended up where I needed to be”, and that's basically the story of my life because it was in no way given that we should sit here today and talk about Beyond Budgeting, because my career started in a very different place. I'm a finance guy by education and after I finished my business studies, I joined a company called Statoil, it's today called Equinor, it's Scandinavia's largest company, it's an energy company, and my first management job in this company, the year after I joined, was actually Head of the Corporate Budget Department. So I have been heading up more budget processes in my career than I want to be reminded about in that job and in many other Finance Manager jobs in different, you know, jobs. I've been working abroad quite a lot for the same company. So I used to be a big fan of this way of managing, there is actually an interview with me from the company magazine at the time where I'm praising the brilliance of budgeting, and I hope that there are no more copies around. And another reason I like that quote from Adams is that I come from a teacher family. My parents were teachers, my sister was a teacher, so I was in the way, the black sheep in the family because I went for Business Studies. But these days I really feel that I'm back in the fold, because I feel that that is what I'm doing now, teaching, and trying to make a positive difference, just like my parents and my sister did. Ula Ojiaku So teaching, it seems like it's a full circle, but you wouldn't have gotten here without, you know, still going through that process of working in business. Bjarte Bogsnes No, I think I'm very glad I have that background because it means that I know what I'm talking about. I know most of the fix in the budget book and some of them are quite nasty, and so when I would discuss with managers, finance people and others then, I mean, I know the arguments, and I know how to respond. Another important part of this journey was that I am one of the few finance persons, I believe, who has also worked in Human Resources. I was heading up the HR function in a large European company for some years, and that experience was also a big eyeopener for me when it comes to the leadership, the people side of Beyond Budgeting, which is just as big as the kind of finance process side. Ula Ojiaku Nice. Now, I mean, we will be getting to talk about your book, which is This Is Beyond Budgeting, that was released this February, 2023. Congratulations! Bjarte Bogsnes Thank you. Ula Ojiaku What I noticed was that the difference between This is Budgeting, I mean your, your second book and, Implementing Beyond Budgeting, which preceded this, this is actually a quicker read, you know, smaller, it seems like it was condensed and it was done on purpose. Could you tell us about this book, the main message? Bjarte Bogsnes Yes. Now, first of all, I mean, that is a correct observation. This is a shorter book, on purpose, and the simple reason is that we need to reach people, busy people, with limited time to read, and they don't have time to read bricks. So, yes, it is a shorter book, it is recapping some key messages from my earlier books, but there's also a lot of new stuff in it. I have learned a lot since the other book you've shown was published back in 2016. I've written a lot, I've worked with a lot of great organisations. So, again, a lot of new learning also. And I really do hope to reach, I did reach a number of executives, managers with my previous book, and I know, because of nice feedback from many of them. But there are so many more of them that still needs to hear this message. So that is why it's the shorter one. And I'm also very grateful and happy that Gary Hamel agreed to write the foreword. I mean, he is such an inspiration when it comes to management innovation and has been for such a long time. I mean, hearing Gary speak is simply mind-blowing. I mean, he is dynamite as a speaker and I think he's written a great foreword, and there are also some, quite some nice endorsements from important people in the agile community and kind of borderline agile community, Rita McGrath, Dave Snowden and Julian Birkinshaw, Jos de Blok, the founder of Buurtzorg. So I'm also very happy that these people took the time to read it and write these nice endorsements. Ula Ojiaku Indeed, we will go into some key points in the book for the listeners or viewers, they would have to buy it to go through it, to know what it's all about. But can you tell us, because there might be some people listening to this that don't know, what Beyond Budgeting is all about. Bjarte Bogsnes No, that's obviously an important question and let me start with saying that Beyond Budgeting is a somewhat misleading name, we know. It was, Beyond Budgeting was invented, developed 25 years ago, and back then there was nothing called agility, agile, or business agility, so if that label had been around at the same time, maybe that would've been the name of this. But it is basically about business agility. And, as the subtitle in my book states, it's about creating organisations that are more adaptive and more human, and Beyond Budgeting is very much about changing traditional management. But at the core of traditional management, you find not just the budgeting process, but also the budgeting mindset, built on the assumptions that the world is predictable and plannable and that you can't trust people. These are assumptions that we really challenge in Beyond Budgeting, because it isn't true. So if you want to change traditional management, you need to do something with the elephant in the room, the budgeting process. And that is something that, if you look at Agile, I think Agile has kind of avoided that elephant throughout all these years. It's been regarded as something unavoidable, a lower business, which isn't true, because more and more companies are skipping this way, or managing. And talking about Agile, I'm a big fan of Agile, but what I'm going to say now is not criticising Agile, but I think it would also help to explain what Beyond Budgeting is. I think part of the success of what I call early Agile has to do with its birthplace in software development, and how teams are working. And I think in those early years, I think what executives in big companies, what they observed and heard about Agile was better projects, faster projects, more value, more engaged people, and who can be against that, wonderful, I love it, come on guys, Agile is great. Then for obvious reasons, companies started to scale Agile, right? And at one level it kind of reaches the executives and has consequences, implications for these guys' beliefs and behaviours. And then it isn't that it wasn't that fun anymore. I think that's one reason why scaling Agile has been difficult. Another reason is that you can't scale Agile using the same language and tools and frameworks that did wonders back in those days. I mean, for executives who don't play rugby and don't know Agile, they might think that Scrum is some kind of skin disease, or Slack is about laziness or that Sprint is about running faster, or continuous delivery is about 24/7. Right? So, I mean we need a language here that these guys can understand and relate to, and Beyond Budgeting is providing that language. They might still disagree, but they understand what we are talking about. And the last issue here is that, again, Agile was not designed as a way to run an enterprise. So when you try to scale it, these holes in Agile become visible, like how do you manage resources?  How do you do forecasting? How do you evaluate performance? How do you reward? Right? And these are the holes that Beyond Budgeting is filling, because, again, Beyond Budgeting was designed from day one as an Agile way of running an organisation. And that is why we never talk about scaling agile, because it comes scaled, it is scaled, right? But this is also why Beyond Budgeting in Agile is such a beautiful fit, and why so many companies on Agile transformation journeys are reaching out to us because they reach these insights and learnings and understand that there can be no true agile transformation without Beyond Budgeting. Ula Ojiaku That's an excellent overview of Beyond Budgeting. And I understand, you know, in Beyond Budgeting, there are 10 principles, and there is the leadership principles, if I may say, and then the management processes. Do you want to talk a bit more about this, please? Bjarte Bogsnes Yeah. So there're actually a 12 principles, and you're right, six of them are on leadership and six of them are on management processes, and if you look at what Beyond Budgeting is saying about leadership, it is not necessarily that unique. There are many other great communities and models out there saying similar things about leadership, right? Talking about purpose and autonomy, transparency, values, and so on. But very often these models and communities haven't reflected very much, it seems like, about what kind of management processes are needed to activate these leadership intentions, because what is often the case in organisations is that they might have the best intentions on the leadership side. They say the right things, they write the right things, but that doesn't help if the management processes are expressing the exact opposite use. Classic example, it doesn't help to talk loud and warm about how fantastic employees we have on board, and we would be nothing without you, and we trust you so much, but not that much. Of course, we need detailed travel budgets, right? This is hypocrisy, and people notice and the words become hollow, because the management processes has a different message. So that is why there is a strong focus in Beyond Budgeting on coherence between the two, between what is said and what is done, right. So I think that is one and very important aspect with Beyond Budgeting. The other is that, as I mentioned earlier, I don't think any other community out there has cracked the budget problem. The budgeting process is something that everybody complains about. It's maybe the most loathed corporate process out there, followed by performance appraisals, but again, it's kind of been left untouched until Beyond Budgeting came and offered great alternatives to this quite outdated way of managing because, it is fascinating, there are not too many other technologies applied in companies today that are a hundred years old, but that is the age of budgeting invented in 1922 by James O McKinsey, the founder of McKinsey Consulting, right. And I never met Mr. McKinsey, but I don't think he was an evil man. I actually think he had the best of intentions. I mean, he wanted to help organisations perform better. This was management innovation a hundred years ago, and it probably worked a hundred years ago, because the world was completely different, the quality and the capability, competence of people were very different, but today things have changed and that is something that our leadership and management models must reflect. Ula Ojiaku Okay, there's something you said, you know, the two things or two activities, that are probably most loathed in organisations would be the budgeting process and the performance appraisal. And you've talked a bit about the budgeting. So, for the performance appraisal, what exactly about it doesn't sit well with people? Bjarte Bogsnes Oh, that list is long. First of all, I mean, it's just like budgets, as I will come back to, has different purposes, so has the performance appraisal, I mean, one purpose is meant to be learning and development, that's a positive one, but another purpose is to determine rewards, right. So, if you are my manager and I'm coming in to a performance appraisal with you and if my mind is mainly on the reward side, the last thing I want to share with you is where I have learning and development needs, right? I want to brag about all my successes and how great I am and so on, and vice versa. So, kind of combining this in one process, with one outcome is meaningless, and also this focus on rewards and, which very often is about individual bonus, which is one of the problems in traditional management that Beyond Budgeting is strongly against, we believe in common bonus schemes, driven by joint performance instead of individual performance. So it is typically an annual event, right, an annual stunt, it's meaningless to talk about feedback and development once a year, that needs to happen much more continuously, right? So, I think budgeting is a bigger problem, it makes more damage, by all means. But performance appraisals come and the whole low performance management notion, it does almost as much damage. And by the way, that is a label I really dislike, performance management, right? Think about it. What are we really saying? Aren't we saying that if we don't manage your performance, there will be no performance, right? That is not a very positive message, and I also think there's quite a lot of illusion playing out here. I think our ability to manage performance, among knowledge workers in today's people and business realities is actually quite limited compared to what managers and HR people and some finance people often tend to think. So it's an awful label, and, you know, we need to stop thinking about managing people, we need to start thinking about how we can create conditions for people to perform, how we can enable performance, not managing performance. Ula Ojiaku That's a great point Bjarte. So what's the solution? What is the solution that Beyond Budgeting is going to offer? And the next one following it would be, how do we apply this? Bjarte Bogsnes Oh, most people actually who are blank on Beyond Budgeting, when they hear about this, they like it, they see that this makes sense. It's only common sense in a way, this is about taking reality seriously, and it is addressing so many of the pain points they experience working, especially in big companies. But then of course the next question is, well, how do we get started? And we have two general recommendations here. The first one is about the case for change, which simply means that the whole organisation, or as many as possible, has to understand that all those complaints about traditional management, including budgeting, the time it takes, the gaming, the narrow performance language, the outdated assumptions. I mean, these are more than irritating itches, right? These are symptoms of a big and serious problem, namely that this way of thinking, this way of managing originally meant to help organisations perform better is today doing the opposite. It has become more of a barrier than a support for getting out the best possible performance, and the more there is a common understanding of what kind of problems the organisation is trying to solve, the easier everything afterwards is. Because if you are unclear about that, I mean, how can you make your choices about alternatives, right? But the clearer the case for change, the better the problems are defined, the easier it is when you have a choice of design, should we go this way or this way? Well, which solution would best solve the problems they are trying to solve? So the case for change has to be created, a solid one, then getting started. We know that many, having seen the Beyond Budgeting principles for the first time, might feel this is a bit overwhelming, right? With all these bold ambitions around leadership, these major changes towards the traditional management processes. I mean, it is a mouthful, it is quite a comprehensive leadership and management model. And if some are kind of a bit scared, I can understand that. If that is the case, we have a very simple, tested, practical, logical way of getting started, which is more budget-oriented than Beyond Budgeting itself, but it is a great way to get started, and it is simply about asking a very simple question, namely, why do you budget? Right? What's the purpose of a budget? And most people that I've asked that question, when they have thought a little bit about that question, they actually realise that there are more than one purpose with a budget in a typical, and when I say budget, I mean more than project budgets, more than cost budgets, I'm talking profit loss, cash flow, balance sheet budgets, the whole finance definition. And the purpose of these budgets are the following. First, companies make budgets to set targets. It could be financial targets, sales targets, production targets, right? So that's one purpose. Second, companies and organisations use these budgets to try to understand what next year could look like in terms of profit and loss cashflow. So it is a kind of forecast of what next year could look like. So, that's the second purpose. The third purpose is resource allocation. The budget is used as a mechanism for handing out bags of money to the organisation on operational costs and on invests, and it might seem very efficient, practical to solve all three purposes in one process and one set of numbers. But that is also the problem, because what happens if we move into the budgeting process in a company, and upstairs finance want to understand next year's profit and loss and they start on the revenue side asking responsible people, what's your best number for next year? But everybody knows that what I'm sending upstairs will most likely come back to me as a target for next year and often with a bonus attached to it. And that insight might do something to the level or numbers submitted, and I think you know, which way those numbers will go, namely down. Moving to the cost side, operational cost investments. The same people, other people are asked, what's your best numbers for next year? But everybody knows that this is my only shot at getting access to resources for next year, and some might also remember that 20% cut from last year and that insight and that memory might also do something to the level of numbers submitted. And I can see you're smiling a bit, and a lot of people do. Ula Ojiaku I'm smiling because I'm just kind of thinking of incidents in past, you know, in past organisations that it has happened. You know, you just sandbag it and give a very high number, knowing that there might be a challenge. Bjarte Bogsnes And you're in good company when you're smiling, but at the same time, I mean, this is actually quite a serious problem, not just because it destroys the quality of numbers, but even more because it actually stimulates behaviour, which I would call at least borderline unethical. The road-balling, the gaming, the sandbagging, the resource hoarding, I mean, all the kind of behaviours that we wouldn't like to see between colleagues. At the same time, I'm not blaming anyone for behaving like this, right? Because then people are just responding to the system we have designed for them to operate in. So if we want to change behaviours, it's not about fixing people, it's about fixing systems, which again, will change behaviours. So that's the problem, three different purposes in one process, in one set of numbers. Fortunately, there is a very simple solution. We can still, and in many cases, should still do these three things, but we should do them in three different processes because these are different things. A target, that's an aspiration, it's what we want to happen. While a forecast is an expectation, it's what we think will happen whether we like what we see or not, right? Brutally honest, the expected outcome. And last but not least, resource allocation is about optimisation of what is often scarce resources. When we then have separated, then a target can be more ambitious than a forecast, which it typically should be. But the most important thing is that that separation opens up for big and important improvement discussions. We can now improve each of these in ways impossible when it was all bundled in one process and one set of numbers. So we can have great discussions around targets. How do we set better targets that really inspire and motivate people, without people feeling stretched? How can we set targets that are more robust against the volatility, the uncertainty, the complexity, and the ambiguity out there? Forecasting, how can we get the gaming and the politics out to the forecasting? And we don't need a million details here, we are looking at the future. There's uncertainty, which is a big difference on looking at the past through accounting, where details and decimals make sense and is often required. But looking at the future, there is uncertainty and that must have implications. So this isn't a good example of, in this stuff, we have to leave behind that accounting mindset that is applied for describing the past recounting, right? When we look at the future, then we need to accept the ambiguity, the complexity, and not just accept it, but embrace it. And last but not least, resource allocation. How can we find better and more intelligent, more effective ways of managing cost than what a certain Mr. McKinsey could offer us a hundred years ago, under very different circumstances? And this is the important discussion, that separation of purposes that just enables these improvement discussions. And in these discussions, having these discussions that is a kind of not scary organic backdoor into those 12 principles, especially in your leadership, right? Target setting, what really motivates people? Resource allocation, again, do we need detailed travel budgets, if we say we trust people? So, again, it is pure logic. I have yet to meet a CEO, a CFO, that didn't come up with that list of three purposes, didn't understand, when helped a little bit, that that's problematic, and didn't see that there are much better ways when you can improve each one separately. And last but not least, we can also then do something with the cadence, with the rhythm of each one. So now we can organise each of the three: target setting, forecasting, resource allocation, on a rhythm that not just reflects the kind of business we're in, but also the kind of purpose, right. So you would set targets or chase targets much less, I mean, not that often as you would change your forecast, and resource allocation is something that you would do all the time, right. So, and also another beauty of this approach is that when people tell me it's impossible to operate without the budget, then my response is, having explained this, that here we still do what that budget try to do for us, but because we have separated, we can do each one in so much better ways, right? And when people say, well, the bank want a budget, the reason why banks ask for budgets is that they have never really realised that there was something else to ask for. So if you can tell the bank, I won't give you a budget, but I will give you my targets and my reliable forecasts, the bank will be more than happy. So I'm spending a little bit of time on this because it is the more finance-oriented part of Beyond Budgeting, but it is a great way to get started. And I helped so many companies over the years and with the big majority, this is where we started out and what we observe over and over again, is in having those improvement discussions the first year, people are a little bit cautious about how radical shall we be, but then it turns out that things work. And what was scary today is not scary tomorrow because it did work, which means that the appetite for being braver increases, so we typically see that organisations get braver along the way, and when it comes to targets, some, after some years of setting better targets, actually decide to skip targets, right? They realised that they are absolutely able to create direction, create motivation, evaluate performance without traditional targets, some even skip forecasting. I haven't heard anyone skipping resource allocation yet that you need to have, but my point is that people and companies tend to get braver. And a final important message, very few companies that have embarked on a Beyond Budgeting journey go back, very few. I don't need one hand to count the number, and the few who did go back, the reasons fall in two categories. Either a flawed implementation, typically, an unclear, weak case for change, or starting only with rolling forecasting. The other typical reason has to do with a significant change in top management at the very early part of the journey. That's actually something I've experienced myself. Ula Ojiaku Great explanation, Bjarte. So you mentioned, you know, about separating the budget into three distinct parts, the target, the forecast, the resource allocation. Now at the organisations where you've implemented this, did you get any resistance from, you know, the top level leaders, managers, because you know, traditionally whoever has the budget, who controls the money, tends to wield power in any organisation. Was there any resistance? Bjarte Bogsnes Well, I think there has been maybe more fear and confusion than outright resistance, even if the resistance sometimes is hidden behind those two. And of course, one word that keeps coming up over and over again when I discuss Beyond Budgeting with people is the word control, right? The fear, and the context is of course the fear of losing control, but the interesting thing with that word is that, when I ask people to be a bit more specific to define what they mean with control, after people have said cost control, actually many go quiet. They struggle with defining what they are so afraid of losing, and that is quite interesting. And if you look at Oxford Dictionary's definition of control, it is the power to influence people's behaviour or the course of events which, again, then for an organisation typically means controlling people and controlling the future. And again, those are the two assumptions that we challenge in Beyond Budgeting, because it is about not trusting people and thinking that the future is predictable and untenable and on control, what I often tell these people is that, yes, you will lose control, but the control that you lose are the bad controls. What you will get more of is good controls, and I wouldn't call that losing control. And one example of a good control in Beyond Budgeting is transparency, right? And let me give you one classical example of how it can be applied, ad this is a real example from a Swiss's pharmaceutical company called Roche, quite big, and they are today on a Beyond Budgeting journey, but some years ago they did a very interesting experiment around travel cost. In the pilot, they kicked out the travel budget, and most travel groups and regulations, and replaced it with full transparency. So with a few exceptions, everybody could see everything. If you travelled, to where did you fly, sleep, eat, cheaper, expensive, open for your colleagues to see and vice versa. And guess what happened with travel costs in that pilot? We'll Go Down Costs came down through a very simple self-regulating control mechanism. This was about tearing up pages in that rules book instead of doing the opposite. At the same time, we need to remember that transparency is a very powerful mechanism. It has to be applied with wisdom. So if it becomes naming and shaming, it doesn't work. And that is why I would always recommend companies to position transparency more from a learning perspective than from a control perspective. I mean, how can we learn from each other if everything is secret? And that control, that shock control effect, you would get in any case as a nice side effect. But again, it must be applied with wisdom. It is fascinating that the biggest fear managers have is to lose control, but what they haven't understood is that a lot of these controls are nothing but illusions of control. Ula Ojiaku That's very interesting. And another thing that I know that some, or if not most of the listeners will be wondering is, okay, you've talked about how, and in your… in both your books… actually the Implementing Beyond Budgeting and your latest one, This is Beyond Budgeting, you did mention something about “you can't get rid of Command and Control via Command and Control”. And in that part of the book, you were saying something that in terms of implementing it - it's something that you recommend the organisations do themselves. Can you elaborate on this? Cause someone, you know, might wonder, is it that you are against getting consulting help? Bjarte Bogsnes So, consultants and Beyond Budgeting. I think what you refer to is, I have a chapter about implementation advice, and one of these is that nobody can do this for you. And what I mean with that, and I explained this in the book, is that, I mean, I'm not saying that companies shouldn't ask for external help, and I'm offering external help, but what they typically should ask for is some inspiration, some guidance on implementation, connections to other companies that have implemented this, but it is not something that an organisation can delegate to consultants. This is not something consultants can do for you. You have to be in the driver's seat, and the more transformation- oriented your ambitions are, the more the executives need to take this role themselves. And I'm saying this because implementing Beyond Budgeting can be anything from a more cautious improvement of finance processes to a radical organisational transformation, and anything in between. And the higher your ambition levels, the higher the ownership in the organisation has to be. When it comes to the consultants, and I also write about this in my book, this is something that has happened just over the last few years, that is that the big consulting companies have gotten seriously interested in Beyond Budgeting. That was not the case before. And the reason for it is that their clients are getting interested, asking for it. And so most of these would like to work with us in some form or shape. Ula Ojiaku Sorry to interrupt, Bjarte. So by ‘us', you mean the Beyond Budgeting Institute)? Bjarte Bogsnes Yeah. Yes. They want to work with the Beyond Budgeting advisory, the Beyond Budgeting Institute. And again, we are not naive. I mean, we come from different places, we might have different agendas here, but at the same time, these companies, they have channels and muscles that we don't have to the same extent, at least not yet. So we have actually decided to say yes to work with them, because we would rather help them and their clients succeed than to stand on the outside and watch them fail, right? So, we have been working, are working with a number of big companies, together with some of these big consulting companies. Ula Ojiaku That's great. And if I may just point to, because you spearheaded this in Statoil, now known as Equinor, and actually this was, I read this in your Implementing Beyond Budgeting book that your approach was based on two principles, no fixed implementation schedule, and no consultants. So how did that work, not having an implementation schedule. Bjarte Bogsnes Well, if we take the first implementation in Borealis back in the mid-nineties where we had a chance to do this, before there was anything called Beyond Budgeting, this company that was partly owned by Statoil, then, I mean, this wasn't an issue because there was no consultants. Even if we had wanted consultants, there was no one to reach out to. So then it was quite easy.  In Statoil, later Equinor, it was more about the fact that I had that implementation experience from Borealis, which kind of, I became some kind of an in-house consultant. And again, as I said, I'm not saying that companies shouldn't use consultants, but you have to use the right ones and use them in the right way. Ula Ojiaku Okay. Thanks for clarifying. Okay, it seems like, you know, Beyond Budgeting would be something that we should seriously consider implementing in our organisation. What else should we be aware of?” Bjarte Bogsnes Well, I think it is important for everybody, also executives to understand that Beyond Budgeting changes work and how you work in a positive way, and for executives, I mean, the role becomes more strategic, more longer term. It's more about coaching, it's less about micromanagement, and maybe most important, there's a new credibility between what is said and what is done, right, which the organisation will notice. When it comes to other functions like finance, it also has a very positive effect. The job becomes much more business-oriented, less annual stunts, more forward-looking, less backwards-looking, more cooperation with other functions like for instance, human resources. And I can't think of a single finance person in Equinor that wants to go back to the old days and the time before 2005. And I think that provides an indication as well. And another key message is that what we have been talking about today, it will happen. It will happen. I don't care if it will be called Beyond Budgeting, or business agility or whatever, that is not important. But in 15, 20 years time, maybe earlier, when we look back at what was mainstream management in 2023, I think we will smile, maybe even have a laugh, just like we today smile about the days before the internet or before the smartphone. And how long ago is that? It's not that long ago. So organisations have a choice here, they can choose to be early movers or vanguards, understanding that you can get just as much competitive advantage out of management innovation as you can get from technology innovation. Or they can choose to be laggards, dragged into this as one of the last ones or anything in between. And every year you wait, competitors will be ahead of you. And I don't think that choice should be very difficult, and again, it should b. easier to make today, when so many organisations are embarking on a Beyond Budgeting journey. It was a bit tougher and a bit more scary 25 years ago when, when this started out, right. But again, it will happen. Ula Ojiaku I'm going to ask you a question I ask all my guests. What books have influenced you and would you recommend to the audience? Bjarte Bogsnes Well, many, many years ago, when I was an ardent budget supporter and believer, I read Maverick by Ricardo Semler, the former CEO of Semco, and I was mind-blown, simply mind-blown. It, kind of yeah, it really, really moved me, even if I kind of didn't have the chance to adopt any of that thinking before, many, many years later. Lately, again, I've mentioned Gary Hamel, and his co-author, Michele Zanini, they have written great books. The last book Humanocracy is a great one, and, a previous one by Gary Hamel, The Future of Management is also a book that I really like and I recall giving that book to the CEO of Statoil quite early on the journey, and he liked it so much that he gave it as a Christmas present to the rest of the executive committee. Ula Ojiaku Thank you, and of course I would add to the list This is Beyond Budgeting. If someone wants to get in touch with you, what's the best way of getting to you? Bjarte Bogsnes Yeah, then I will think about this as getting in touch with us, and when I say us, I mean that there is a core team of five, six people who are kind of driving this. And we have a website called, bbrt.org. That will give you more information about the Beyond Budgeting Roundtable, which is a global network of companies interested in this and individuals interested in this. And that is where you can sign up as company member, individual member. And I also recommend to subscribe to our newsletter, and if you're curious about this guy and all of this then I made that difficult decision a few years ago to leave Equinor, to start Bogsnes Advisory to be able to work full-time with this. And so I have my own small simple website called bogsnesadvisory.com And on bbrt.org you will also find a list of more books that I can highly recommend on this topic. Ula Ojiaku That's great. Are you on social media, Bjarte? Bjarte Bogsnes I am, I'm on LinkedIn, Twitter, and the only thing I write about is this stuff. There are no cats and dogs and grandchildren or anything, so that's why it's highly appreciated if somebody wants to follow me. Ula Ojiaku So any final words for the audience in terms of an ask? Is there something you want them to do? Bjarte Bogsnes Reflect a little bit about the risk picture here, because there is a very compelling risk picture, right? If you are afraid that it won't work in your organisation, well, what's really the downside risk? Because if you're right, if it doesn't, you can go back to the old way tomorrow. Not the single soul in the company would've forgotten how to budget as one example, and compare that minimal downside risk with that huge upside potential performance-wise. And I'm saying when this is working, not if it's working, as we have seen in so many organisations. So a very compelling risk picture. I think that is worth reflecting on as well. Ula Ojiaku Well, it's been great speaking with you, Bjarte. Thank you so much for those wise words and the advice, and I would again say to you, the audience, please go grab your copy of Bjarte's book, This Is Beyond Budgeting, which is now out. And I hope we'll definitely have another opportunity to have a conversation and speak about Beyond Budgeting, since you don't want to talk about any other thing. Anyway, so thank you again, Bjarte. It's a pleasure having you on. Bjarte Bogsnes Thank you, Ula. Thank you very much for the invitation. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

(00:32): De dames van Slotervaart: wordt informele zorg op waarde geschat? Van een luisterend oor en een kop koffie tegen de eenzaamheid tot hulp bij het aanvechten van een parkeerboete. Met koffie, thee en koekjes zitten ‘de dames van Slotervaart' drie ochtenden in de week vrijwillig klaar voor alle hulpvragen van bewoners uit de buurt. Hun werk wordt ook wel informele zorg genoemd. Door de vergrijzing en de personeelstekorten in de zorg en in wijkteams wordt onze afhankelijkheid van die informele zorg steeds groter, terwijl het aantal vrijwilligers al jaren afneemt. Wordt de informele zorg wel genoeg op waarde geschat?  (36:45): De zwarte dag van Hans: een nieuwe wending Op 5 februari 2021 wordt het dode lichaam van Hans van de Ven zittend in bad gevonden in zijn huis in Amstelveen. Terwijl de politie het huis binnenstapt, probeert een vrouw via de achterdeur te vluchten. Toch stelt het Openbaar Ministerie geen strafrechtelijk onderzoek in en wordt Hans van de Ven begraven. Zaak gesloten. Totdat misdaadverslaggever Koen Voskuil een jaar later een veelbeluisterde podcastserie over de zaak maakt onder de titel ‘De zwarte dag van Hans'. Die leidt ertoe dat het OM de zaak heropent en het lichaam laat opgraven. Zij concluderen dat er geen aanwijzingen zijn dat Van de Ven om het leven is gebracht. Toch blijft Voskuil met vragen achter. In Argos bespreekt hij de nieuwe wendingen in de zaak.  Presentatie: Eric Arends

(00:32): De dames van Slotervaart: wordt informele zorg op waarde geschat? Van een luisterend oor en een kop koffie tegen de eenzaamheid tot hulp bij het aanvechten van een parkeerboete. Met koffie, thee en koekjes zitten ‘de dames van Slotervaart' drie ochtenden in de week vrijwillig klaar voor alle hulpvragen van bewoners uit de buurt. Hun werk wordt ook wel informele zorg genoemd. Door de vergrijzing en de personeelstekorten in de zorg en in wijkteams wordt onze afhankelijkheid van die informele zorg steeds groter, terwijl het aantal vrijwilligers al jaren afneemt. Wordt de informele zorg wel genoeg op waarde geschat?  (36:45): De zwarte dag van Hans: een nieuwe wending Op 5 februari 2021 wordt het dode lichaam van Hans van de Ven zittend in bad gevonden in zijn huis in Amstelveen. Terwijl de politie het huis binnenstapt, probeert een vrouw via de achterdeur te vluchten. Toch stelt het Openbaar Ministerie geen strafrechtelijk onderzoek in en wordt Hans van de Ven begraven. Zaak gesloten. Totdat misdaadverslaggever Koen Voskuil een jaar later een veelbeluisterde podcastserie over de zaak maakt onder de titel ‘De zwarte dag van Hans'. Die leidt ertoe dat het OM de zaak heropent en het lichaam laat opgraven. Zij concluderen dat er geen aanwijzingen zijn dat Van de Ven om het leven is gebracht. Toch blijft Voskuil met vragen achter. In Argos bespreekt hij de nieuwe wendingen in de zaak.  Presentatie: Eric Arends

One of the biggest global challenges in healthcare at the moment is the workforce crisis. Workforce shortages are not related to the number of people that get trained for healthcare professionals but the working conditions that they need to operate under.  In today's episode, we will look at a good practice related to nursing organizations in the community of the Netherlands. I spoke with Thijs de Blok, CEO of Buurtzorg International - an organization of 15.000 nurses that work in self-managing teams and provide holistic care to patients. I asked Thijs, more about the early beginnings of the organization, how it fits in the dutch healthcare system context, and what he observed in terms of care providers globally. Tune in to the episode about nurses in the US: Has The Risk of Becoming a Nurse Become Too Great in the US? https://www.facesofdigitalhealth.com/blog/nurse-rebecca-love-nurse-alice www.facesofdigitalhealth.com Newsletter: https://fodh.substack.com/

Cet épisode fait suite à l'épisode 7 dans lequel j'abordais l'approche BUURTZORG avec Arnold FAUQUETTE de VIVAT. Dans cet épisode, c'est avec Guillaume ALSAC que j'échange au sujet du collectif Soignons Humain, une Association qui regroupe des acteurs de l'accompagnement à domicile pour faire évoluer les modèles d'organisation et de management. Guillaume nous explique son parcours, pourquoi et comment après avoir fait polytechnique il a décidé de se concentrer sur l'entreprenariat social et en particulier de réinventer les services à la personne en important le modèle BUURTZORG. L'approche consiste à simplifier les organisations pour permettre à chacun de se reconcentrer sur son métier. Ne plus passer sa journée à faire des plannings mais plutôt travailler sur les réponses aux besoins des équipes et des usagers. Le frein principal est l'ensemble des difficultés chronophages que subissent les organisations. Peut-être encore plus depuis la covid. Le problème c'est que l'on change que lorsque l'on y est obligé, parfois trop tard ! C'est pour cela que le collectif propose des témoignages. Pour rassurer les professionnels des organisations qui veulent évoluer. L'objectif est de proposer des espaces d'échanges et de rencontres. Nous abordons aussi la notion du tarif trop bas de l'heure d'intervention qui ne permet pas de payer correctement les équipes pour stabiliser les équipes... Retrouver le collectif sur leur site internet : https://www.collectiflhumaindabord.fr/le-collectif Inscrivez-vous aux webinaires organisés tous les derniers week-ends de chaque mois. On parle de Reinventing Organization  : le Best Seller de Frédéric Laloux. Le l'ai lu en Kindle c'est renversant ! à retrouver au format Kindle ici  

De levensverwachting van zzp'ers is 7 jaar korter dan die van werknemers. Die opvallende uitspraak doet Jos de Blok, eigenaar van thuiszorgorganisatie Buurtzorg op basis van eigen onderzoek in Frankrijk. Maar zien ook andere experts dat zelfstandigen korter leven? En welke rol spelen stress- en burnoutklachten? We zochten het uit! 

This is the first episode of 2023. And it is a special one! It was an honour and real pleasure to chat an hour with Jos de Blok, the founder and CEO of a renowned self-managing neighbourhood nursing organisation called Buurtzorg. Jos is the creator of the pioneering Dutch healthcare system, empowering nurses in self-organised teams to collaboratively provide the best patient-centric community care. Founded in 2006 in Holland with one team of four nurses, Buurtzorg has transformed community-based home care services and employs now more than 15 000 nurses around the world. I was fascinated to learn more about this transformational organisation and the man himself. And I am really glad that Jos will join us at the Estonian Human Resource Management Association's annual conference this spring as one of the keynote speakers. “I worked for many years as a community nurse in the 1980s. It gave me all I wanted. I had the freedom to decide how to take care of patients. I had very good colleagues. There was no management structure, we didn't have strategic plans and we didn't have planning tools. We just did what was needed. It was effective. In the 1990s, a lot of changes were introduced, and in Holland, it led to a very product- and activity-driven way of delivering health care, so health care was defined in terms of products and delivering activities instead of solving problems. It added layers of managers. And the language changed so that people were not talking any more about how best to take care of our patients. It was about effectiveness and growing revenue. In 1994, I was asked to become a manager, and I saw how little interest there was in how the system was helping patients and I learned how management was frustrating the daily practice of good professional workers. People think that there has to be somebody who pounds the table as the manager. That's not a solution, because it will damage people's sense of ownership and responsibility. In 2005, I decided with some friends that we can create an alternative with better quality of care, and an environment that our nurses will want to work in, and that will also have a big impact on society because it will be much cheaper than the current way of doing things. My idea was to create small teams with nurses who organise everything themselves. We would let them focus on the excellent nursing care; let them work with patients in a way that they think is the best – based on professional standards – and create a support system around them, including a back office and IT system that helps them in their daily work. It would grow by itself and improve quality. It's about simplifying complexity and seeing where the complexity is and how you can simplify the environment so that you can deal with the complexity in the most effective way. Every day, nurses have to deal with sometimes very complex situations with a lot of uncertain factors. They have to make their own choices in the moment to have the best result. In health care, that's very complicated because there are many factors that influence outcomes. My idea is to have nurses around these problems who feel personally connected to them and can make the choices they think are the best choices. Then you create an environment that's simple so they don't have to put any effort into thinking about what management is saying. I started with one team at the end of 2006. If you create these small environments where people feel ownership, you can replicate it all over the country and all over the world. Based on these principles, we started to grow from one person to 15 000 nurses in around 15 years.”– Jos de Blok Listen and enjoy!

Hoe kunnen andere organisaties leren van wat Buurtzorg door de jaren heeft laten zien? Veel organisaties in Nederland, maar ook ver daar buiten kijken al geruime tijd naar de successen en uitkomsten van Buurtzorg, ze willen zelf ook aan de slag, maar waar begin je? Jos geeft advies 

Wat definieert  een Buurtzorg team? Wat zijn de verschillende taken en rollen die benoemd moeten worden, en hoe zit het met de team cultuur?Alle teams bij Buurtzorg zijn anders, en werken op hun eigen manier met de principes hoe Jos de Blok ze in deze serie benoemt. "Lastig te controleren" horen wij vaak, en dat doen we dan ook niet. In deze aflevering hoor je hoe de teams groeien, splitsen, nieuwe collega's zoeken en nog veel meer.

De rol van de ICT in de wijkverpleging is de laaste jaren geexplodeerd. Veel organisaties gebruiken dit om nog meer controle uit te oefenen, maar bij Buurtzorg is dit anders, hier is het naast het registeren van de zorg ook de rol van de ICT of te verbinden, verhalen en ervaringen met elkaar te delen, of de uitkomsten van de zorg in het team inzicht te bekijken. 

Wat is de rol van leiderschap binnen Buurtzorg? Jos heeft zelf een belangrijke rol in dit geheel om daar de jaren heen op te komen voor de belangen van de verpleegkundigen, maar leiderschap is een begrip wat op allerlei verschillende niveaus speelt, hoe komt het dat het bij Buurtzorg geen spaak loopt zonder managers of aangewezen leiders? 

Hoe gaan we om met het systeem , en de verschillende partijen die hier in een rol spelen? Buurtzorg en Jos staan er om bekend dat ze niet zomaar alles klakkeloos aannemen als de NZA of een zorgverzekeraar weer eens met wat nieuws aan komt, niet om alleen maar rebels te zijn, maar om datzelfde systeem beter te maken.

Hoe zit het financieel in elkaar? Jaren lang zijn er allerlei organisaties bezig geweest hoe ze het grootste rendement konden krijgen door op een zo goedkoop mogelijke manier zorg te leveren. Het zal geen verassing zijn dat Jos zich hier nogal aan stoorde, in deze aflevering legt hij uit hoe de kosten bij Buurtzorg door de jaren heen constant zijn gebleven, en er hierdoor een duurzaam businessmodel is gecreëerd.

Zoals velen van jullie zullen weten is er bij Buurtzorg geen ruimte voor managers. Dit levert niet alleen een flinke kostenbesparing op, maar het geeft zorg professionals ook de nodige ruimte om de dingen op de manier te doen die volgens hun juist zijn. In deze aflevering bespreken we de voorwaarden en mogelijkheden van zelfsturing bij Buurtzorg.

Sam reist af naar Frankrijk om samen met Jos, de oprichter van Buurtzorg, een podcast op te nemen. Buurtzorg is met meer dan 15.000 medewerkers inmiddels marktleider van de (thuis)zorg in NederlandWereldwijd staat Buurtzorg bekend om zijn zelf-organiserende teams en revolutionaire manier van leiderschap. Hoe kon een organisatie in zo'n korte tijd zo immens succesvol worden? Met een filosofie die verder rijkt dan zorg alleen werkt Buurtzorg volgens 12 principes, gebaseerd op vertrouwen, autonomie, creativiteit en samenwerking.Een podcast over deze principes, het ontstaan ervan en het geheim achter het succes van deze waanzinnige organisatie. Dit zijn de principes van Buurtzorg, welkom bij de Podcast! 

Er wordt  vanuit veel verschillende invalshoeken naar Buurtzorg gekeken, en zonder meer ook vanuit de academische kant. Door de jaren heen zijn er veel mensen die over Buurtzorg hebben geschreven. Hoe is het model vanuit de filosofie het juiste te doen voor de cliënt een grote inspiratiebron geworden voor allerlei soorten bedrijven.

Sam en Jos reflecteren over de principes van Buurtzorg en de zojuist opgenomen podcast. Ze trekken hun conclusies. Bedankt voor het luisteren!

In deze eerste aflevering verteld Jos over zijn reis voordat hij Buurtzorg begon. Waar loopt het systeem vast, en waar lagen de mogelijkheden om het radicaal anders te gaan doen?

Der bliver ofte talt om behovet for at effektivisere den offentlige sektor. Men kan det lade sig gøre? Og i givet fald hvordan?  Det taler Martin Ågerup med professor i økonomistyring og forsker ved Aalborg Universitet, Per Nikolaj Bukh, om i denne episode af Samfundstanker.  Links  Per Nikolaj Bukhs hjemmeside: https://www.pnbukh.com/ (https://www.pnbukh.com/)  Konservatives forslag om nulvækst i den offentlige sektor: https://www.altinget.dk/aeldre/artikel/konservative-gaar-til-valg-paa-frit-valg-og-offentlig-nulvaekst-men-aeldreplejen-skal-have-flere-penge (https://www.altinget.dk/aeldre/artikel/konservative-gaar-til-valg-paa-frit-valg-og-offentlig-nulvaekst-men-aeldreplejen-skal-have-flere-penge)  Venstres forslag om at spare på jobcentrene: https://www.berlingske.dk/politik/venstre-vil-nedlaegge-jobcentre-og-starte-helt-forfra (https://www.berlingske.dk/politik/venstre-vil-nedlaegge-jobcentre-og-starte-helt-forfra)   https://samfundstanker.captivate.fm/episode/jos-de-blok-om-buurtzorg-modellen- (Jos de Blok om hvordan man får bedre og billgere ældrepleje med Buurtzorg-modellen)  https://player.captivate.fm/episode/122a1be5-500c-408c-880c-2bdfd3222dbf (https://player.captivate.fm/episode/122a1be5-500c-408c-880c-2bdfd3222dbf)  https://samfundstanker.captivate.fm/episode/bjorn-kassoe-andersen-om-bedre-aldrepleje-og-buurtzorg-modellene (Bjørn Kassøe Andersen: Bedre ældrepleje for færre penge med Buurtzorg-modellen)  https://player.captivate.fm/episode/bf5963d9-cfbb-46ac-9062-521043b2e360 (https://player.captivate.fm/episode/bf5963d9-cfbb-46ac-9062-521043b2e360)  Kontakt til podcastvært Martin Ågerup: martin@cepos.dk Optaget d. 16. august 2022.  

JP's next guest, Jos de Blok, doesn't believe in management.So how is he a Positive Leader?Because he believes in empowering employees by giving them the freedom to develop their own skills and careers, and providing quality coaching when needed. It's why he created the self-managed model that has allowed his community healthcare organization Buurtzorg to transform the Dutch healthcare industry, become one of the country's top employers, and touch the lives of patients all around the world. JP was so inspired by the conversation they had in WEF, and is sure you will be too!

In this episode Meet new SheEO Venture BelleVie! Co-Founder and CEO Trudie Fell joins SheEO Activator Hannah Senior to talk about BelleVie's innovative model for care, and what led her to this journey and supporting our growing aging population to to live the life that they that they want to live. They also discuss: Traditional funding structures for healthcare in the UK Measuring impact as a social enterprise Traditional time and task models vs. the Buurtzorg model of care Creating a positive impact on the lives of care workers Increasing the quality of care, and driving effective care rather than efficiencies We invite you to join us as an Activator at SheEO.World. Take action and engage with Trudie on LinkedIn, and BelleVie on Facebook, Instagram, LinkedIn, and Twitter. Subscribe to the BelleVie newsletter.

Matthew Bishop (MB): Hello, this is Books Driving Change with me, Matthew Bishop. And today I'm talking with François Bonnici, co-author with Cynthia Rayner, of The Systems Work of Social Change: How to Harness Connection, Context, and Power to Cultivate Deep and Enduring Change.Obviously, this is a book that goes right to the heart of the mission of Books Driving Change, where we're looking at how do we build back better in this moment of crisis that the world is facing. And this book, I highly recommend it because it is full of great practical insights and wisdom, and some great case studies that I think many people will not be familiar with. And also, some very big thoughts about the way change happens globally and the way systems change could be brought about going forward. But François, I wanted to start by asking you, as I ask all of our guests, in a sentence - given our audience of people who are either engaged in social change work or considering it - why should they read your book?François Bonnici (FB): Thank you, Matthew, for having me. I'm delighted to be on your podcast, and hello to everyone listening. Probably the same reason that I would want to read the book. Initially, Cynthia and I wrote it, and we thought, well, if we're the only two people who learn from this, then that's almost sufficient. So as both a practitioner and an academic and also working in the foundation space, and really a bit paralyzed by the overwhelming challenges we have, the complexity of it, and the narrative around systems change, that we didn't feel like we necessarily could take that back to working on a day to day basis. And so the book is called “systems work,” to imply and emphasize the day to day work we all need to do, and to emphasize that to achieve some kind of future systems change that we aspire to, whatever that might be, it's about the process of change. And it's about the people who are involved in that process of change that we wanted to emphasize. So we really hope it's a very practical approach, one that is rooted in 200 years of social change making, deep case studies, hundreds of interviews with experts. But coming away with both stories that move, that inspire, and a set of practical tools and lessons at the end of each chapter. So we hope it will be a contribution to the collective journey many of us are on to try and understand what do we mean by, and how do we do, this work towards the deeper systemic change, what we call deep and enduring change. And I'll unpack a bit further with you where we go with it.MB: I want to start just by asking you a bit about how you and Cynthia came to write this book, which obviously came out of your work together at the Bertha Centre in South Africa. But, and I should say before we go further, that you are now currently head of the Schwab Foundation for Social Entrepreneurship, which is funded by two of the founders, or the founder and his wife, of the World Economic Forum. [That fact] is in itself quite an interesting focal point of discussions about the role of the system, and how you do systems change, and whether top down organizations can really deliver that. But how did you come to write this book?FB: It's been a long journey. It's been five years. And so it started pre-COVID and got revised and updated during COVID, for reasons I'll explain. But I had started the Bertha Centre at the University of Cape Town as the first center for social innovation in Africa, dedicated to understanding approaches to social change that were innovative, that thought about social enterprise, that looked at what movements were doing. And we very quickly recognized the superficial approaches, or even the kind of service delivery type mindset, was not getting to the deep challenges and structural and systemic barriers that lay in my home country, South Africa, from hundreds of years of history. And that no fantastic solution was going to undo all of that. And that was a great barrier, actually a source of failure, for both myself and projects that Cynthia and I had worked in and organizations we'd worked for. Many organizations we worked with had these deep frustrations. But we also saw amazing organizations overcoming that on a day-to-day basis; overcoming the systemic and structural barriers around stigma, around poverty traps, around lack of opportunities, and turning that into agency.So at the time we started exploring, and researching, and working with global collaborations, like the Rockefeller Social Innovation Fellowship. We did a piece of work commissioned by the Schwab Foundation, when we were at the Bertha Centre, called Beyond Organizational Scale, looking at how social pressures create systemic change. And what we found happening in the global conversation around systems change was quite different to what we were seeing with organizations we were working with, initially in South Africa, and then we were looking and working with organizations in Latin America, and India, and even in the U.S.MB: When I was reading, one of the things that hit me was, there seems to be this real difference of opinion as to what systems change is, and how you do it. In the sense that a lot of people view it as a kind of fixing a system with a top down approach, and you found, fundamentally, a different experience on the ground with people doing the grassroots work.FB: I think that's right. And I think we had quite a frustration with even the term “systems,” because we all do mean very different things. And if you ask someone sitting at the World Economic Forum or if you asked grassroot activists, you're going to get very different answers. And so I grew a little bit allergic to the term, and then ended up writing a book on the topic. And it's not to discount any of them. And I think what we talk about in the book is that these challenges have complexity, they have scale, and they have depth. And what we had seen was that the focus of the conversations were around scale - if we can solve problems, and that everyone is doing it in a particular way, that is systems change. If we can do it in that complexity lens, where we have levers, and we can intervene in a system, and we are able to shift the balance of actors and systems and relationships, that is a form of a complexity view of systems change.But what we felt wasn't part of the conversation was really the steps. And that we felt that both those other dimensions and approaches could represent a perpetuating of the system of actors of power -  if the existing actors, who are architects and gatekeepers of a system, are the ones redesigning it. And so what this book seeks to do is really emphasize a depth component; and more than just say this is an additional component, say it's also the critical necessary one to take all those three lenses on how we are strategic and start to meet the bottom up with a top down.MB: And why do you think we've got to this position where even at a moment like this with COVID, and the World Economic Forum, and the great reset and all that, there's this very top down approach to social change? That, at least in terms of the general discussion, it is about how Biden's going to spend 3.5 trillion on infrastructure, and it's these big numbers, big change, very industrialized approach. And I think everyone that's been on the frontline in some way or another, quickly recognizes the very people who so much as these activities are intended to benefit, are the last ones to get asked what they think should be done or given any power to say that. How have we got to that situation?FB: Chapter one of the book actually covers the industry of social change. And I do think there are some deep historical roots, both in terms of the industrial era, but also the kind of postwar period. We talk about the Green Revolution and how some of these big moments in history of social change reinforced certain practices, approaches, mindsets. But also how funding flows, etc. I think one of the big pieces of all of this is the power concentrated in both public and private sectors and how that is dissipated and fragmented in what remains, the “plural sector.'' I much prefer [the term] to “third sector” or “nonprofit sector,” because of its plurality. But because of its plurality there isn't the collective power for decision making - an authority to really state and influence how social change strategies happen. And they've been recipients of decisions and systems and structures and flows for so long that they've become dependent on it in a way. This is not a new narrative but perhaps looks at it in a new light. So we're somehow at that moment of recognizing that, if we just continue on that pathway, we're not actually going to change any of the rules of the game.But those of us who work in this sector are also complicit in it in a way. So there's also a bit of a self critique in all of this; that actually, the fact that those of us who work somewhere in the sector, often have our livelihoods and careers dependent on the fact that these problems continue to exist. So in a way, the big shift for me was recognizing that the role or purpose of not for profit, social enterprises, social change making organizations is quite far removed now from the delivery of goods and services that can improve people's lives. And really, I quite strongly have seen that the ability to create agency, to empower and equip both people who experience particular problems or are invested in communities - whether they work for an organization or volunteering in a particular community somehow - [is extremely important]. That the purpose of social purpose organizations needs to shift. And I won't go too much into detail now, because I know you will want to unpack a lot of that. I've taken your question, and I've gone a bit further. But we are in a position of a great imbalance of power. And the heart of it lies there. But also not recognizing the real intrinsic value of many of these local organizations - whether they be larger networks, or local and small - in creating social capital, in fostering social cohesion. And that we don't have a good way to value and recognize, during this time of COVID, how critical that's been - [looking at] issues of trusts and social capital and being there for each other. And recognizing and having empathy with one another. And so I think that a lot of the book focuses on ultimately social capital and relational value, and how we build that, and how important that is for these longer term aspirational outcomes we have. MB: That's actually a very helpful framing, because as I read the book, I kept thinking this is really about how do you empower people. Not the vast majority of the population, but the people on the ground, who are the ones that are supposed to be being helped by so much of the activity - whether it be government, or nonprofits, or even business now that it's supposedly finding its social mission. But really, it's about that some of these things that are there in the dialogue, the popular conversations, amongst the elite are around networks, platforms, etc. But here, your book was really about empowering the people, the masses, and really giving them the ability to harness some of those tools and things in a different way. And there's lots of inspiring examples, so maybe just talk to a couple of them. I found the Slum Dwellers International a fascinating example of networking in action, but you'd say it's more than that. And then maybe talk about one other case that you particularly found very, very inspiring.FB: You hit the nail on the head in terms of practically talking about what kinds of discussions are happening at the global level or in actors of powers - the network organization, background organization. And we actually see some of those same practices at the grassroots - using digital platforms, using those kinds of approaches, but with a different set of actors. And we'll talk later about how we might connect the micro and the macro. But Slum Dwellers International, an incredible organization I've been following for years, comes originally out of India, had their global headquarters in Cape Town down the road from us, and we ended up working with them at the Bertha Centre. So we got to know a lot about their work. They have, in many ways, quite a traditional and well-known approach to having a federation - in which its members are actually the representatives and leaders of the organization. And the organization itself is some kind of federation secretariat. And it's federated across the world, because these movements of people who live in informal settlements - slums, favelas - self organize and elect their own leadership. And there's a really important history of Jockin [Arputham] and Sheela [Patel], who actually have been part of the Schwab Foundation, who were founders of that movement, but served as very different kinds of leaders than we generally have held up to be the change making leaders that we've spoken about over the past couple of decades. In the same spirit, I actually would love to talk about Nidan, and more specifically, about one of the other case studies from Bihar in India, that was created in the spirit and traditions of SEWA [Self-Employed Women's Association] - a self-employed women's collective that works with over 1.2 million women across India, through their cooperatives. And in the spirit of that worked with the street vendors, the informal workers and street vendors in India. So as you probably know well, 90% of India's workforce is in the informal economy. All labor law to protect, support, and uphold rights for workers only covers 10% of the workforce. And therefore street vendors were, in particular, at risk from municipalities and cities trying to clean up and impose hygiene standards, or corrupt officials seeking to extort and impose abuses on street vendors.An Nidan has been really interesting in terms of, at the core, what it does is not to try to help solve any of these problems - similar to the example of FII, the Family Independence Initiative in the U.S. What they sought to do was actually help to build the capacity to govern, to self organize, and to execute on issues and needs that they had. So for example, street vendors were collectively saying, well, we don't have time to do anything else in our lives, we barely manage to earn enough livelihood to put food on the table, and if we're trying to also address other issues in our lives, we don't have time to do that. So we actually need to find a way to kind of improve our income, and actually work together and collaborate. And they decided, okay, we'll make and spin off craft cooperatives, or food cooperatives. So they created businesses. They also got together and said, well, we don't have good services for education and health for our children, so let's create non-for-profit organizations that can actually provide preschools and clinics, etc. And so they spun off those organizations. Then they also said, well, we still have a problem in terms of our rights as informal workers, let's create a union and actually advocate for certain rights. And what Nidan was only doing was really helping the self organizing capacity, and the ability to create organizations, manage them, govern them correctly, and actually be able to implement and execute. And so 30 organizations ended up spinning off Nidan.And ultimately, it also helped to build this large movement towards creating the first policy in the world around informal workers. The Street Vendors Act in India became a national movement of street vendors, but also helped to change the mindset. And so working on the deeper elements of change around what actually street vending and street food meant to people in India, and meant as part of the culture, and how to celebrate that rather than seeing it only as a problem. So they worked on all of these dimensions, and gave their constituents, their members, a way to self organize and have self determination. But seeing that in kind of a modern context of a modern organization, where you're spinning off, in fact, some kind of incubator. So that for me has been a really inspiring example. And to see so many using the tools available to us in the modern age of these different kinds of organizations but for different purposes. But really, it was driven by the street vendors and their families and selves.MB: So you mentioned these three elements, which are big themes in the book, the Connection, the Context, and the Power. Connection: different ways you can help people connect is self-evident, to some extent, and you've got some great examples of who's doing that. Power: your message essentially is, empower the people, the primary actors on the ground, the people who you're really supposedly trying to help; the biggest way you help them is by empowering them to find their own solutions. But, talk a bit more about what you mean by Context, and why that's so important at this moment.FB: So just to quickly talk about the other two, because I think they are all interdependent. And so maybe just to go a little bit deeper, so that your listeners can say, well, this is not the same discussions on connection and networks. But actually looking at what's so important with that was also the ways in the practices and the tactics these organizations took to build collective identity. And that then also relates to the power of context. And so I want to just encourage that there's quite a bit under the surface of these three large principles that we talked about, which we felt was underlying all of the organizations, and how they worked.What we also looked at, was this concept of the practices. So under each of these principles there were sets of practices. And so what we were particularly interested in was, how does this stuff happen? So we can talk about context, but what's actually happening? How do organizations do that? And we call that principle: embracing context. And in that space, we were really interested in how critical that is right now. And looking at organizations, even large organizations, that are able to distribute information - and that means data, the ability to make decisions - to their frontline workers, and to the communities and citizens that they're trying to empower. And so context is important because that's where decisions need to be made. Some of our work was also looking very much at the complexity literature, and what was a really interesting insight is that the greatest point of complexity is usually in context. So, if we're talking about schools, it's between a teacher and a child, and a teacher and the family - or [in a hospital] between a healthcare worker and a patient. So the greatest point of complexity also doesn't seem that complex for the people in that position. It's their best place to actually understand well, what needs to be done here? And so what we found over and over again, was that organizations were trying to roll out programs in different areas. This is a common narrative or pattern, where we say, okay, this works really well, in this context, so let's roll it across the country, let's roll it out to other countries. And for a whole bunch of reasons that doesn't work. That's obviously all about context. But what's happening is that, in order for let's say, an employee, or a project manager, or portfolio manager, to roll out a program, they suddenly were doing all of this other work, which was highly relational, to roll out the so called standard operating procedure, the program, the blueprint, that they were supposed to be rolling out. And so not having that recognized, not having that resource, not empowering the frontline workers to be able to do that contextual work, to build the relationships, was part of the reason for failure. But also part of the reason why some of the organizations that we looked at were so successful - whether that be mothers2mothers or Our Labs, or some of the other organizations that we were working with. And what's interesting to say is, that doesn't mean everything needs to be small and local. So the other really interesting example from the book is Buurtzorg, which is headquartered in the Netherlands. A very large organization, in 20 countries in the world, about a 40 million euro turnover company. So this is not a small, micro NGO. But up until recently, they didn't have an HR manager, they didn't have a CFO. But they had very strong technology that enabled them. This is a neighborhood care, nursing care particularly for the elderly, business. So they enabled and empowered the nurses, who were working with elderly and their families, to have all the information, to make resource decisions, to make budget decisions, to make even HR decisions around their local team that was working in a particular neighborhood. And if you look at what happened during COVID, and what happened with particularly homes for the elderly, how there was an inability to be agile, to react, to have to wait for top down decisions, to have to follow protocols. Having worked as a doctor in a system myself, once you're at that level, you just have to follow the system. And so that was really interesting to see that empowering and equipping the problem solvers on the frontlines to be able to make decisions in context actually allowed for much greater engagement, and much more interesting kinds of outcomes. And particularly in breaking some of the traps that we found ourselves in. The last example I will give, which I spoke about earlier, is the Family Independence Initiative [now Up:Together], started by Mauricio Miller, whose book is a couple of years old now, but it's probably worth featuring on your program as well. He was the founder of FII and we talk about in the book, a story where he had to fire a staff member for trying to help a family. And [FII] helps relatively poor families in the U.S., primarily from minority groups. And [he got fired] because he was trying to help [while] his job is not to help. Their job was to provide the data, the information, the list of opportunities, the peer group with other families, the IT infrastructure, so that families could make their own decisions about their future. And that was a really interesting shift for us to see how these organizations were adamant about not trying to solve problems, but really equip people to do that for themselves.MB: You mentioned COVID. Has that made you more optimistic or less optimistic that these lessons can be learned and applied? Because, this is the third or fourth crisis in 20 years, and each time we hear that we mustn't waste a good crisis, that we must build back better and so forth. Are you seeing these lessons being learnt, from your vantage point at the heart of the DevOps community? FB: I'll start first with the organizations we looked at. Because we went back to all of them with a hypothesis that: would the work they had done to build this deep sense of trust, relational value, and distribution of agency, actually put them in a better position to be responsive and to be relevant during COVID? And, by a long way, we feel that hypothesis played out, and feel that these organizations have done incredible work during this period. Has that been learned by others? Have we all learnt how this crisis has shifted things? I think the one thing we've learned, now - which in my South African context is quite an open conversation - about racial bias, about the barriers between classes, about gender, clearly have been exposed at a global level. This is not only a South Africa challenge, this is a global challenge across so many ways. In some way, we've been able to raise the awareness that problems do have these deep structural, systemic barriers in place, and that we are failing to overcome those in our more traditional approaches to social change. On the other hand, and clearly my role is sometimes a bit paradoxical, but that's why the purpose of the foundation is to focus on vulnerable and excluded people and ecosystems, and is to interface with the World Economic Forum, which obviously represents a network of today's leaders. And despite the narratives, it's really hard for today's leaders to actually really work out the radical changes we need, when their mandates and agendas are to stabilize to continue as before. There are obviously great rays of hope, but clearly not fast enough or not radical enough. And so it is perhaps with a mixed answer, I do have optimism, but I also do see us not making the most of the crisis and opportunity. And perhaps it's the mounting crisis at the same time, or the fact that we can't really translate the COVID lessons into long term lessons, and I am deeply worried about that.MB: So last question. The book's primary focus is people who are in leadership of social change organizations, particularly nonprofit ones, but there is a context, which is that big government in much of the world has most of the money. And then you have the philanthropic sector that has done a lot of funding of organizations involved in social change. And then business is, increasingly now, under pressure and starting perhaps to engage more in a stakeholder centric approach that will require it to get more involved in social change, if that's taken seriously enough. What's the message of the book to those different groups? And if I think about our audience of people who are thinking about where they should go, how they should get involved in driving social change, what's the message and advice you'd have for them? FB: I think, first of all it is for all of those in the social sector, not only for leaders. Interestingly, I got a call from Brazil where they want to translate this into Portuguese, because of the work that so many social workers are doing on the ground, which is perhaps not recognized, they feel this book would help to affirm a lot of the work that perhaps people don't value as much. So that was really interesting to hear as feedback. Of course, for social change, leaders, and people who work in these organizations, are grappling and trying to figure these things out themselves. And we hope that this will have some practical insights. I hope it will also enable them to take forward conversations internally and look inside the organization, but also open up the discussions with funders. And so we have been delighted to be invited to a number of donor working groups and with individual philanthropists to engage them in this discussion. Because, there's that internal reflection, and the conversation within philanthropy and how it's evolving. And I do think, what we're emphasizing here are those participatory approaches, but also that we need to start valuing different aspects, and perhaps becoming slightly less attached to what we've been obsessed about - in terms of value for money, social return on investment, clear metrics and outcomes. Not that those things are not important. But in the process of that, we may have lost something that actually leads to this deeper change, that actually we do aspire towards.And then I think for the government and business leaders of the world, interestingly, a lot of these practices actually speak to the moment we're at in time where young people have the power, because of technology, to have a distributed sense of agency. We obviously have tools like blockchain, etc. And how do we maybe harness some of the tools we've got that actually can enable these kinds of practices in a modern era. So I think there's something really interesting, potentially emerging there that we didn't think about that actually, these practices might be relevant and valuable in more purposeful business or even just in business with a new generation. And then, of course, with governments, again, thinking about the value of the sector at a time where the trust in governments are, in many countries at an all time low, - even though some countries seem to be faring reasonably well. But I think there's something there to re-embrace the sector as part of our collective future and not as an afterthought of, well just fill in the gaps of things we don't do as we grow the economy. So I think there are a range of audiences for this, and why we have tried to frame it quite broadly, but then dive deeply into how does this work actually happen.MB: Well, there's certainly a lot of great information, great insight, great inspiration, in the book. The book is The Systems Work of Social Change: How to Harness Connection, Context, and Power to Cultivate Deep and Enduring Change. And it's by Cynthia Rayner, and my guest today, François Bonnici. François, thank you very much for joining.FB: Thank you, Matthew, and lovely to speak to you again.We hope you are as inspired by these podcasts as we are. If you are, please subscribehere, or wherever you get your podcasts (Amazon Music, Apple, Google, Spotify, Stitcher), and please rate us and write a review so others can find their inspiration.  This transcript has been lightly edited for context and clarity. 

Er det muligt at forbedre ældreplejen markant og samtidig gøre den bedre og billigere? Det er det, ifølge Bjørn Kassøe Andersen som  er medstifter og tidligere chef i  ”Lokalpleje Danmark”, en privat nonprofit organisation, som  bedrev hjemmepleje i Ikast-Brande Kommune, bygget op efter den Hollandske Buurtzorg-model. Buurtzorg-modellen er de seneste år blev enormt populær i Holland, hvor den har reformeret hele landets hjemmeplejesystemet. I følge Bjørn Kassøe Andersen fordi modellen  tager udgangspunkt i den enkelte borgers behov. Plejerne arbejder i små faste tværfaglige teams, administrationsudgifter og sygefravær er markant lavere og den målrettede pleje med borgeren i centrum fører til en meget høj borgertilfredshed samtidig med, at antallet af plejetimer i Holland er reduceret med 40 procent.  I programmet diskuterer Martin Ågerup og Bjørn Kaasøe Andersen fordelene der er ved denne model og hvorfor Lokalpleje Danmark og Buurtzorg-modellen har oplevet så meget modstand i Danmark.      Kontakt til programvært: martin@CEPOS.dk   Links:   https://www.buurtzorg.com/ (https://www.buurtzorg.com/)  https://www.commonwealthfund.org/publications/case-study/2015/may/home-care-self-governing-nursing-teams-netherlands-buurtzorg-model (https://www.commonwealthfund.org/publications/case-study/2015/may/home-care-self-governing-nursing-teams-netherlands-buurtzorg-model)  Ernst & Young (2009) Maatschaappelijke business case Buurtzorg https://kassoe.dk/ (https://kassoe.dk/)  KPMG (2015) The Added Value of Buurtzorg Relative to Other Providers of homecare https://lokalpleje.dk/ (https://lokalpleje.dk/)  https://samfundstanker.captivate.fm/episode/jos-de-blok-om-buurtzorg-modellen- https://www.vive.dk/media/pure/16533/6026793

"Its basic purpose is to enable people to live with as much meaning in their lives as they can. In a way that both combines individual autonomy with warm social interaction." Brendan Martin came to community development through a very interesting path. Having worked as a journalist with a particular interest in how privatisation of various industries in the UK was working from the perspective of trade unions, and the actual workers it was effecting, his remit gradually grew outside of the UK and he travelled to over 70 countries looking at similar situations, advising, researching and teaching on how organisations and unions can work, and can self-mobilise. Eventually his experience with his own parents and care homes in the UK, combined with his expertise in how to run effective organisations where the service providers and service users are equally as autonomous, led him to start Buurtzorg Britain and Ireland - self managing care teams which work with NHS trusts, and which have amazing outcomes both for the staff and for those who are being cared for. Brendans work, and the work of Buurtzorg, is another incredible example of a different way of working which far exceeds the expectations we have of our current system. Follow Survival of the Kindest on Twitter, Instagram and subscribe on Apple, Spotify or wherever you like to listen to get our episodes as they are released. Email us on sotk@compassionate-communitiesuk.co.uk

Perry Timms, Chief Energy Officer of PTHR shares his thoughts and insights on the evolution of teams and the workplace. The way the workplace functions and how teams best perform is changing, rapidly.  Your host, Andy Goram and Perry, discuss how the emergence of transient and self-managed teams is changing the way that some forward-thinking businesses function, for the better, and the central role that purpose plays in that. Which is something that the CBI recently threw their backing behind. In a packed 40 minutes the pair cover employee engagement, culture, purpose, motivation, systems, processes, authenticity and seek to prove that purpose and profit can work together in harmony.  The lively conversation covers such great examples as Dan Price at Gravity Payments, Jos de Blok and the Buurtzorg model, Peter Aceto at Tangerine Bank, John Stepper at Deutsche Bank, and the Bob Chapman, Barry Wehmiller story, whilst also highlighting where it can go wrong as we saw recently with the Basecamp controversy. Check out the extensive show notes below to find out more details on the topics and examples covered in the show. ----more---- Join The Conversation   Find me on LinkedIn here Follow the Podcast on Instagram here Follow the Podcast on Twitter here Check out the Bizjuicer website here Download the podcast here ----more---- Useful Links Follow Perry Timms on LinkedIn here Follow PTHR on LinkedIn here Follow Perry Timms on Twitter here Check out the PTHR website here Find out about BCorp accreditation here Find out about the "Be The Ripple" movement here Find out about Peter Aceto and Tangerine Bank here Follow John Stepper on LinkedIn here Find out about Deutsche Bank's "Working Out Loud" here Find out about Don Tapscott here Watch Dan Pink's motivational theory "Drive" video here Find out about Jos de Blok and the Buurtzorg model here Find out more about Dan Price and Gravity Payments here Read the CBI report on Purpose in Business here Read about the Basecamp culture debacle here Find out more about Dr Megan Reitz here Find out more about the Barry Wehmiller story here Watch the video of Bob Chapman and "Courage To Care" here ----more---- Full Episode Transcript Get the full transcript of the episode here  

Jos de Blok er grundlægger af og CEO i den hollandske organisation Buurtzorg, som er en internationalt kendt hjemmeplejeorganisation, der bygger på selvorganisering og selvbestemmelse. Som reaktion på frustration og utilfredshed i den organiserede hollandske hjemmepleje, tog velfærdsiværksætteren Jos de Blok afsæt til at simplificere hjemmeplejen ved at fokusere på processer og resultater fremfor aktiviteter.   Samtalen centrerer sig om Buurtzorg-modellen; hvordan modellen opstod, og hvilke komponenter den indebærer, og hvorfor modellen er den bedste løsning for patienter, sygeplejersker og plejere i hjemmeplejen. Martin Ågerup taler med Jos de Blok om modellens udbredelse og succes, og hvordan det danske plejeområde potentielt kan indrettes ligesådan med et øget fokus på selvbestemmelse, kvalitet og tilfredshed hos både borgere og plejepersonale Kontakt til podcastvært Martin Ågerup: martin@CEPOS.dk    Optagelsen er lavet d. 13. oktober 2021.    Links:  Buurtzorgs hjemmeside  https://www.buurtzorg.com/ (https://www.buurtzorg.com/) 

I denne episode af Bag om Nyhederne diskuteres regeringens nylige udspil til arbejdsudbudsreformer. Mads Lundby Hansen kommenterer på selve ikrafttrædelsen af regeringens – oprindeligt CEPOS' - forslag om en sænkelse dimmitendsatsen, som ifølge regeringen først skal ske i 2023. Meget sent, eftersom der er brug for reformer, der øger arbejdsudbuddet nu. I forlængelse heraf kritiserer cheføkonomen forslaget om højere dagpenge og undrer sig over, at Finansministeriet har ændret regneprincipper. Forslaget om en hævelse af aktieskatten kritiseres af Otto Brøns-Petersen. Aktieskatten er i forvejen meget høj, når man tager højde for effekten af inflation og beregner realbeskatningen. Satserne er også høje i international sammenligning - næsthøjeste i OECD. Han roser dog regeringen for at sænke elafgiften, som bør afskaffes helt. Brøns-Petersen kommenterer desuden EU-kommissionens afgørelse om ulovlig statsstøtte til PostNord.  Karsten Bo Larsen, forskningschef, fortæller om Buurtzorg-modellen i ældreplejen  CEPOS-Direktør Martin Ågerup agerer moderator og faciliterer dit ugentlige nyhedsoverblik.  Links:  Høj og uens beskatning af kapitalafkast i Danmark  https://cepos.dk/abcepos-artikler/0017-hoej-og-uens-beskatning-af-kapitalafkast-i-danmark/ (https://cepos.dk/abcepos-artikler/0017-hoej-og-uens-beskatning-af-kapitalafkast-i-danmark/)  Video fra eventet med Tommy Ahlers og Deirdre McCloskey  https://youtu.be/oFF4mvKstF0 (https://youtu.be/oFF4mvKstF0) Kommunerne kan spare 7,8 mia. kr. på ledelse og administration https://cepos.dk/artikler/kommunerne-kan-spare-7-8-mia-kr-paa-ledelse-og-administration/#_ftnref1 (https://cepos.dk/artikler/kommunerne-kan-spare-7-8-mia-kr-paa-ledelse-og-administration/#_ftnref1) Kontakt til podcastvært Martin Ågerup: martin@CEPOS.dk  Optagelsen er lavet: 13. september 2021. 

Guillaume Alsac a co-fondé l'association Soignons Humain, qui propose aux professionnels de santé de se rassembler autour de communautés de travail inspirées, en s'inspirant du modèle Buurtzorg aux Pays-Bas. Saisissez votre chance de devenir un Transformateur du système de santé en 2024 ! Lowpital lance une formation adaptée aux professionnels de santé motivés par la conduite du changement dans leur établissement. Inscrivez-vous ici : https://lowpital.care/formations/design-thinking-sante Crédits : Interview : Lydwine Vaillant

荷兰Buurtzorg老年护理公司的护士数量已经达到1万人，但结构却很轻。在它的顶端是两位创始人，接下来直接就到了850个自我管理的护士团队，中间没有地区经理，没有总部职能性管理部门，完全扁平。即使在这850个护士团队中，也没有组长。整个公司的行政人员只有50人，外加一个由20人组成的地区教练团队。需要强调的是，所有行政人员和教练对于那850个团队都是没有决策权的。Buurtzorg的护士都是工会成员，他们拿固定工资，金额根据教育程度来决定，每年会有固定的涨幅，奖金则基于在Buurtzorg的工作年资。Buurtzorg护士将60%的工作时间用于收费项目，我们可以将60%的收费时间理解为盈亏平衡点，这是团队自我管理时的一项关键指标。也可以将它理解为整个组织的绩效控制点，只不过考核点落实在每一支团队身上。教练的支持幅度相当广泛，这个词相当于其他组织里面的管理幅度，一名教练要支持40-50支团队，其中主要是新团队。创始人Blok解释过这样设计的理由，我们不希望教练有空余时间，否则他们就会卷入团队工作。1比40-50这样的比例能够让教练始终将时间集中在少数最重要的问题上。在Buurtzorg成立早期，我们曾经在团队中花比较的教练时间，结果这些团队始终表现出更多的依赖而不能完全自主。创始人Blok和地区教练之间没有每周例会，尽管这些会议可能是有用的，比如教练可能会发现一些普遍的问题并提出解决方案，但这正是Buurtzorg想要避免的，因为会议会带来许多行动，增加团队的负担。只有不开会才能避免这种干预团队的倾向。经过尝试，Buurtzorg决定每年只开四次教练会。参考教材《战略管理》（第2版）李振福、孙忠著《战略管理》（第7版）希尔、琼斯、周长辉著《管理学原理》（第2 版）韩瑞著《创业管理》吴何著《现代企业管理》（第2版）吴何著

荷兰Buurtzorg老年护理公司的护士数量已经达到1万人，但结构却很轻。在它的顶端是两位创始人，接下来直接就到了850个自我管理的护士团队，中间没有地区经理，没有总部职能性管理部门，完全扁平。即使在这850个护士团队中，也没有组长。整个公司的行政人员只有50人，外加一个由20人组成的地区教练团队。需要强调的是，所有行政人员和教练对于那850个团队都是没有决策权的。Buurtzorg的护士都是工会成员，他们拿固定工资，金额根据教育程度来决定，每年会有固定的涨幅，奖金则基于在Buurtzorg的工作年资。Buurtzorg护士将60%的工作时间用于收费项目，我们可以将60%的收费时间理解为盈亏平衡点，这是团队自我管理时的一项关键指标。也可以将它理解为整个组织的绩效控制点，只不过考核点落实在每一支团队身上。教练的支持幅度相当广泛，这个词相当于其他组织里面的管理幅度，一名教练要支持40-50支团队，其中主要是新团队。创始人Blok解释过这样设计的理由，我们不希望教练有空余时间，否则他们就会卷入团队工作。1比40-50这样的比例能够让教练始终将时间集中在少数最重要的问题上。在Buurtzorg成立早期，我们曾经在团队中花比较的教练时间，结果这些团队始终表现出更多的依赖而不能完全自主。创始人Blok和地区教练之间没有每周例会，尽管这些会议可能是有用的，比如教练可能会发现一些普遍的问题并提出解决方案，但这正是Buurtzorg想要避免的，因为会议会带来许多行动，增加团队的负担。只有不开会才能避免这种干预团队的倾向。经过尝试，Buurtzorg决定每年只开四次教练会。参考教材《战略管理》（第2版）李振福、孙忠著《战略管理》（第7版）希尔、琼斯、周长辉著《管理学原理》（第2 版）韩瑞著《创业管理》吴何著《现代企业管理》（第2版）吴何著

Buurtzorg是荷兰的一家老年护理组织 ，由约瑟`德`勃洛克（ Josde Blok ）于 2007 年创办。开始的时候只有四名护理员，现在拥有 850 多个护理团队， 10,000 多名员工，服务约 100,000 名客户，年收入超过 4亿欧元，服务对象包括失智患者、临终患者、慢性病患、衰弱的老年人和刚出院的、需要后续照顾及生活支持的老年病患。荷兰和其他工业化国家进入老龄社会之后，政府的老年护理开支急剧增加。为了提高效率，荷兰政府采用企业化的方法管理老年护理人员，以提高效率，降低成本。推广企业管理经验，控制作业时间，打针、换药等都有一定的时限。将护理人员按专业进行分工，分别上门提供服务，设置地区管理人员对护理队伍进行指导。企商业化、规模化和专业化有助于提升效率，但官僚主义的特点是组织复杂度会不断上升，而无法控制。据说护理对象在一个月内最多有可能见到40位不同的护理人员。Blok本人也是一名护理人员，经过10多年工作升到地区经理的职位。他认为，规模化专业化服务理念和官僚主义的组织结构无助于解决问题。荷兰的老年护理改革把护理服务变成了工厂，把护士变成了工人，缺乏职业尊严和意义感。他和几位同事一起创建了Buurtzorg，想要改变当时的护理模式，让病人接受更加个性化的关怀，让护士恢复职业尊严。参考教材《战略管理》（第2版）李振福、孙忠著《战略管理》（第7版）希尔、琼斯、周长辉著《管理学原理》（第2 版）韩瑞著《创业管理》吴何著《现代企业管理》（第2版）吴何著