Practicing What They Preach: Self Management at Great Place to Work Netherlands

This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. 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.

After a change in ownership, the Dutch team began a bold internal transition. Formal hierarchies were removed. Teams were encouraged to self organize. The decision was aligned with a broader ambition to decentralize authority.However, it quickly became clear that the absence of defined roles and responsibilities created uncertainty. Autonomy, without structure, led to operational strain. The team recognized that freedom must be supported by clarity.

In 2020, GPTW NL introduced Holacracy as its governance model. Roles were defined in a structured framework,with authority distributed across circles rather than concentrated at the top. This shift reflected a key element of theRenDanHeYi model: enabling individuals to own and lead within the scope of their responsibilities. The organization adopted digital tools to manage these structures transparently, beginning with a pilot in the marketing team.

Over time, this renewed model brought cohesion. With 25 employees, the organization operated as a network of defined roles, each contributing to shared objectives. Transparency became foundational. Salary information was made accessible internally. The organization confirmed that no gender pay gap existed. Ten percent of pre tax profits were distributed equally among team members, reinforcing a shared success model that resonates with RenDanHeYi'sprinciple of linking rewards to value creation.

Professional development received sustained attention. Seven percent of salary costs were dedicated to learning.Feedback systems were separated from pay decisions and designed to support continuous growth. Career progression was benchmarked annually. Together, these practices fostered a sense of fairness and predictability.

Flexibility and trust guided workplace norms. Employees had access to unlimited vacation and could work remotely based on mutual agreements. These policies emphasized responsibility over regulation. The model encouraged each person to manage time and energy in alignment with their role commitments.

The organization's cultural evolution was shaped by four explicit values: We Care, We Challenge, We Are on a Mission, and Together We Got This. These values were more than aspirational statements. They served as principles for daily decisions and long term commitments. For instance, when the COVID 19 crisis struck, the team chose toreduce salaries temporarily rather than lay off colleagues. That collective decision reflected both the value of caring for one another and the belief that challenges should be faced together. It was also an expression of sharedaccountability, where financial sustainability and people’s wellbeing were seen as interdependent.

Inclusion was treated as a practice embedded in operations. From recruitment to client engagements, GPTW NLemphasized psychological safety and belonging. By 2024, internal surveys reported high levels of inclusion. The organization maintained a focus on continual progress, integrating diverse perspectives into its governance and culture.

This internal approach mirrored how GPTW NL engaged with clients. Decentralized teams worked autonomously andadapted quickly to evolving client needs. Customer success roles were empowered to act without escalating decisions. Clients received responsive, tailored support. The organization recorded a Net Promoter Score of 58 in2024, reflecting high client loyalty.

By 2025, the organization’s influence had expanded. Other offices within the global network, including GPTW Austria, began exploring self management tools and governance models based on the Dutch example. GPTW NL contributedpublicly to the broader learning community by sharing insights from its transition.

The organization does not claim completion. It describes its transformation as ongoing, shaped by feedback andreflection. Its model combines clear role ownership, transparency, and shared accountability. In doing so, it aligns withcore RenDanHeYi principles in a professional services context.

Great Place to Work Netherlands continues to evolve its practices while remaining anchored in its mission. It offers a tangible example of how self management, when matched with discipline and purpose, can enhance organizational resilience and culture. The organization’s journey underscores that meaningful transformation is possible even in smallteams, and that consistent alignment between structure and values is key to making work truly work for all.