Panelfisa: Innovating Through Decentralized Empowerment
In an industry built on rigid hierarchies and centralized control, Panelfisa has taken a different path. Here’s what really sets Panelfisa apart: no traditional hierarchies, no top-down management, no corporate BS. They’ve embraced self-management, decentralized teams, and employee ownership—giving people real autonomy, real decision-making power, and a real stake in the company’s success.
This blog post is part of 50+ case studies of self-managing organizations we created for the 2024 inaugural ZeroDX awards. These organizations embody the principles of RenDanHeYi in their work structures:
Zero Distance to customer: Decision what to build is based on insights from the marketplace
Autonomy: Small teams with full decision-making autonomy enable speed in execution
Shared Rewards: Everyone in the micro-enterprise participates in its financial success.
Introducing Panelfisa
Panelfisa Group has origins dating back to 1907 in Tolosa, Spain. The current company was established in 1993 when 37 employees came together to buy out the company and save it from bankruptcy. Originally a small producer of nails and screws for the woodworking industry, Panelfisa has evolved into a global leader in the manufacturing of cold-forged and laminated fasteners, primarily serving the highly demanding automotive sector. Today, Panelfisa operates in seven countries, with 70% of its production exported to over 20 countries, supporting major automotive clients like Volkswagen, Renault, and Ford. It has a workforce of 190 people divided between its headquarters in Spain and a production plan established in 2014 in Mexico.
Despite its growth, the company has maintained its commitment to the values of trust, customer care, and continuous striving for excellence, which have been the cornerstone of its success.
Panelfisa is a prime example of the RenDanHeYi management philosophy in the manufacturing industry. It is committed to a decentralized team-of-teams structure, personal autonomy, and shared decision-making.
Organizational Structure
At the heart of Panelfisa's operations is a unique organizational structure that rejects traditional hierarchical models in favor of a highly decentralized, self-managed system. This approach is grounded in the principles of the NER Group, a collective of socially responsible businesses. At Panelfisa, there is no conventional chain of command; instead, the company relies on a network of autonomous teams that operate with a high degree of independence.
At the heart of Panelfisa’s success is its unique self-managed structure, which breaks away from traditional top-down corporate models. Rooted in the NER Group philosophy, Panelfisa operates as a network of autonomous teams rather than a hierarchy. There are no traditional managers—instead, employees make collective decisions based on expertise, impact, and shared goals.
Decision-making is distributed across these teams, with strategic and operational decisions being made at various levels, depending on the scope and impact of the decision. For instance, strategic decisions regarding the company’s long-term goals are made collectively in general assemblies, where all employees have a say.
This self-management model doesn’t just enhance internal efficiency—it translates directly into better customer service and stronger business performance.
Zero Distance to Customers
Panelfisa moves fast—because it can. With no bureaucratic roadblocks or endless approval chains, decisions happen where they matter: on the front lines. In an industry where speed and precision define success, Panelfisa’s flat structure gives it a serious edge.
But Panelfisa doesn’t just adapt; it collaborates. Its engineering teams co-develop solutions with clients, driving process improvements, cutting costs, and boosting performance. This isn’t a vendor-customer relationship—it’s a deep, strategic partnership that fuels real innovation.
Panelfisa’s commitment to its customers goes beyond just collaboration. It’s built into its global footprint. With production and logistics centers strategically positioned near major automotive hubs, the company delivers faster, communicates better, and stays ahead of the curve. While others struggle with red tape and slow response times, Panelfisa proves that decentralization isn’t just a philosophy—it’s a game-changer.
Ways of Working
At Panelfisa, profit-sharing, transparency, and social responsibility are embedded in its DNA.
- Profit-sharing & Ownership: Employees don’t just work for a paycheck—they are co-owners who share in the company’s financial success. This model incentivizes performance, accountability, and long-term commitment.
- Transparency & Collaboration: Important decisions are openly discussed in general assemblies, ensuring that everyone is informed and engaged.
- Social responsibility: Panelfisa actively contributes to social initiatives, such as the Zutani project (providing food for disadvantaged communities) and the AITA MARI rescue ship, reflecting its commitment to ethical business practices.
This people-first approach makes Panelfisa more than just a manufacturer—it’s a purpose-driven company leading the way in progressive work practices.
Conclusion
Panelfisa stands as a powerful example of how a company can successfully combine tradition with innovation.
By embracing decentralized decision-making, employee ownership, and direct customer collaboration, Panelfisa has proven that self-management is not just a theoretical ideal but a practical, competitive advantage. Its autonomous team structure has enabled faster innovation, stronger customer relationships, and greater employee engagement, setting a new standard for organizational excellence in the manufacturing sector.
As industries worldwide rethink how they operate, Panelfisa stands as a powerful case study of how self-managed, employee-driven organizations can succeed at scale. With its commitment to agility, trust, and shared success, the company is not just keeping pace with the automotive industry—it’s shaping its future.
