Uploaded byMartijn Kriens
Morning star seminar bso
The document provides a short history of BSO, an IT services company that was founded in 1975 and grew to 6000 employees organized into 50 small autonomous "cells" before being acquired by Philips in 1996. Key aspects of the BSO model included: 1) Organizing employees into small, autonomous "cells" of around 50 people that functioned as independent profit centers with freedom in how they operated but accountability for results. 2) Encouraging entrepreneurship, shared culture, and mutual dependence within each cell through common goals, procedures and shared responsibility over resources like IT and HR. 3) Fostering transparency through practices like peer audits and making monthly reports visible to all employees.
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Morning star seminar bso
- 1. BSO A short history martijn@upstream.nl,@martijnkriens
- 2. Martijn Kriens • Director Health-Lab & Amsterdam Living Lab • Board member IIP-SaaS • Univ. of Applied science Amsterdam • Founder Medical Data Recorder • Partner iCrowds, Upstream • MSc Business Science • Director BSO/Quality Innovation • Twitter: martijnkriens • Skype: martijn.kriens • Mail: martijn.kriens@icrowds.net • Tel: +31 6 43088338 • Blog: www.iCrowds.net
- 3. Topics • Short description BSO • Differences from Self management • Main lessons • The demise, lessons learned
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- 5. History • Start in1975 with a management buyout – 25 people • In 1990 2500 people – in 50 Ltd. companies • 1991 acquired outsourced Philips IT – 4000 people • In 1996 sold to Philips – 6000 people
- 6. Mission Helping medium and large organiza0ons with the introduc0on of new technologies (secondment)
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- 9. Effects • Shared Genes – Unwritten procedures • “this is how it is done” – Shared culture (almost the same DNA) • Mutual dependency, human sized – Dunbar number: 50, the band • Many entrepreneurial roles
- 10. Each cell aprofit centre • Freedom in: – Approach to the market – Selection of colleagues • No separate HR, IT (self supporting) • No check on contracts ex ante • Cooperation with other cells
- 11. Focus • No Freedomin: – Where to sell – Housing, Logo’s, house style, Office decoration – Financial system – Press relations
- 12. Difference from SelfManagement At first sight… Director Technical manager Commercial manager Office manager Employees
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- 14. Strong culture • Freedománd accountability • Being different being proud • Quality
- 15. Transparancy “in Walkabout Creek,when you have a problem, you tell Wally. Wally tells everyone. Problem solved..”
- 16. Transparancy • Peer audits – Semi yearly audits by colleague directors – Audits with understanding • Monthly reports visible for all – Easier to help – Finding best practices
- 17. Selection of colleagues • 4 hours off / 4 hours awake • Danger of storms, hurricanes, icebergs • Risk of getting killed • Pay: -100.000
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- 19. Selection of colleagues • Interviews with at least 6 future colleagues • When one person hestitates: NO • Everything within the cell • Strong buy in from both sides • For key roles internal candidates
- 20. Limits of model Largecustomers, national accountmanagement
- 21. National culture Not everybodyis Dutch
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- 23. Demise: lessons The importanceof the top Trust yourself and not the loony they call President Tom Peters
- 24. Less coach, moreboss • Eckart Wintzen until 1996 • Henk Cohen (until 1998) – The quarrel Boonstra • Tom Butler & Geoffrey Carroll (until 2000) – Tom & Jerry, EDS, Rationalisation – Goodbye to cell structure: chaos • In 2000 sold to ATOS (French…)
- 25. Daisyworld The importance ofredundancy
- 26. Summary • Human size • Independence & Trust • Strong mutual goals and morals • Freedom & Accountability
- 27. Be yourself andby doing that be different than others Eckart Wintzen 1939-2008