In 1973, a Dutch tech pioneer did something radical:
He split his company into tiny, independent units.
No hierarchy. Just small teams with total autonomy.
By 1996, his company had 10,000 employees across 20 countries.
What Eckart Wintzen would say about today's workplace:
He split his company into tiny, independent units.
No hierarchy. Just small teams with total autonomy.
By 1996, his company had 10,000 employees across 20 countries.
What Eckart Wintzen would say about today's workplace:
Most people have never heard of BSO/Origin.
But this forgotten company pioneered a revolutionary management style that tech giants are scrambling to replicate today.
The secret? Cellular division.
Just like biology, but for business...
But this forgotten company pioneered a revolutionary management style that tech giants are scrambling to replicate today.
The secret? Cellular division.
Just like biology, but for business...
When a BSO unit reached a certain size, Wintzen would split it into two.
Each new "cell" operated independently, with its own:
• P&L responsibility
• Hiring decisions
• Client relationships
• Strategic direction
The results were extraordinary:
Each new "cell" operated independently, with its own:
• P&L responsibility
• Hiring decisions
• Client relationships
• Strategic direction
The results were extraordinary:
Traditional companies struggled with bureaucracy and slow decision-making.
But BSO's cells moved fast and adapted quickly.
Think of it like a living organism: When one cell faced trouble, it didn't bring down the whole system.
Other cells could step in and help.
But here's where it gets interesting:
But BSO's cells moved fast and adapted quickly.
Think of it like a living organism: When one cell faced trouble, it didn't bring down the whole system.
Other cells could step in and help.
But here's where it gets interesting:
Each cell had complete freedom to:
• Choose their projects
• Set their prices
• Hire their team
• Define their strategy
The only rule? Stay profitable and maintain quality.
This level of autonomy was unheard of in the 70s.
• Choose their projects
• Set their prices
• Hire their team
• Define their strategy
The only rule? Stay profitable and maintain quality.
This level of autonomy was unheard of in the 70s.
The magic happened when cells collaborated:
They formed natural partnerships based on shared goals.
No forced cooperation.
No corporate mandates.
Just organic growth.
This created an ecosystem of innovation.
They formed natural partnerships based on shared goals.
No forced cooperation.
No corporate mandates.
Just organic growth.
This created an ecosystem of innovation.
Wintzen's radical idea wasn't just about structure.
It was about trust.
He believed that when you trust people completely, they rise to the occasion.
No lengthy approval processes. No micromanagement.
Just pure accountability to their team and clients.
It was about trust.
He believed that when you trust people completely, they rise to the occasion.
No lengthy approval processes. No micromanagement.
Just pure accountability to their team and clients.
The results spoke for themselves:
• Rapid international expansion
• High employee satisfaction
• Incredible innovation rate
• Strong client relationships
All without traditional management layers.
But there's more to this story:
• Rapid international expansion
• High employee satisfaction
• Incredible innovation rate
• Strong client relationships
All without traditional management layers.
But there's more to this story:
Fast forward to 2024.
Companies are desperately trying to become more agile and adaptable.
They're experimenting with:
• Flat hierarchies
• Remote teams
• Autonomous units
Sound familiar? Wintzen was 50 years ahead of his time.
Companies are desperately trying to become more agile and adaptable.
They're experimenting with:
• Flat hierarchies
• Remote teams
• Autonomous units
Sound familiar? Wintzen was 50 years ahead of his time.
Modern companies face the same challenges BSO solved:
• How to scale without bureaucracy
• How to maintain innovation as you grow
• How to keep teams aligned without control
• How to preserve culture across locations
The answers lie in Wintzen's model.
• How to scale without bureaucracy
• How to maintain innovation as you grow
• How to keep teams aligned without control
• How to preserve culture across locations
The answers lie in Wintzen's model.
But here's what would fascinate Wintzen today:
The rise of AI is making his cellular model even more powerful.
How?
Because AI can handle the coordination that used to require layers of middle management.
Let me explain:
The rise of AI is making his cellular model even more powerful.
How?
Because AI can handle the coordination that used to require layers of middle management.
Let me explain:
In Wintzen's day, keeping cells aligned was challenging.
Teams had to manually share information and coordinate decisions.
Today, AI can:
• Analyze patterns across units
• Flag potential issues
• Suggest collaborations
• Automate reporting
The technology is catching up to his vision.
Teams had to manually share information and coordinate decisions.
Today, AI can:
• Analyze patterns across units
• Flag potential issues
• Suggest collaborations
• Automate reporting
The technology is catching up to his vision.
Think about modern collaboration tools:
They're essentially creating digital cells.
Teams can now:
• Self-organize around projects
• Share knowledge instantly
• Coordinate globally
• Measure their own performance
Just like Wintzen envisioned.
They're essentially creating digital cells.
Teams can now:
• Self-organize around projects
• Share knowledge instantly
• Coordinate globally
• Measure their own performance
Just like Wintzen envisioned.
The modern workplace is becoming a living digital organism:
• Teams form and dissolve naturally
• Information flows freely
• AI handles coordination
• Humans focus on creativity
This is Wintzen's dream amplified by technology.
• Teams form and dissolve naturally
• Information flows freely
• AI handles coordination
• Humans focus on creativity
This is Wintzen's dream amplified by technology.
Here's what fascinates me most about Wintzen's model today:
AI isn't replacing his principles.
It's making them more powerful than ever.
But only if you implement it correctly.
AI isn't replacing his principles.
It's making them more powerful than ever.
But only if you implement it correctly.
Most organizations get this backwards:
They use AI to control rather than empower.
The result?
• Decreased innovation
• Lower employee satisfaction
• Missed opportunities
There's a better way:
They use AI to control rather than empower.
The result?
• Decreased innovation
• Lower employee satisfaction
• Missed opportunities
There's a better way:
After helping hundreds of Dutch organizations modernize their workplace, we've learned:
The key is using technology to amplify human potential, not restrict it.
This is where Microsoft Copilot becomes transformative.
But only with the right foundation.
The key is using technology to amplify human potential, not restrict it.
This is where Microsoft Copilot becomes transformative.
But only with the right foundation.
Want to learn how to implement AI that actually empowers your people?
I share weekly insights on:
• Modern workplace evolution
• AI implementation
• Digital transformation
Follow me @dannyburlage for more.
I share weekly insights on:
• Modern workplace evolution
• AI implementation
• Digital transformation
Follow me @dannyburlage for more.
I hope you've found this thread helpful.
Follow me @DannyBurlage for more.
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