This article is dedicated to all the consultants and employees of this world. To people advocating to start the journey of change in companies’ purposes and approaches for coordination (bureaucracy), decision-making (hierarchy) or employee’s motivation, faced with questions like “Who has done that before, still being successful? We will never be like Google, you know, we are not an IT-company or in the Silicon Valley.” or “Self-organization and empowerment? But how do we then ensure that our employees make the right decisions in the interest of our company, not having the big picture of all our strategic aims or even the skills and knowledge to do so? It appears anarchic and chaotic.”

I will not respond to these sorts of remarks or questions for now. Only to one: “Who has done that before?”.

Therefore I started with a list of companies world-wide having partly or entirely introduced evolutionary principles and management models (or are in the process to do so). I even added companies, having established principles such as Beyond Budgeting or oblique goals (indirect goals), since they would represent a revolutionary step for traditional companies.

The various sources of this list are articles, desk research, inputs from my network, speakers at conferences (e.g. Global Drucker Forum), initiatives such as AUGENHÖHEwege, books (e.g. Reinventing Organizations by Frederic Laloux), or courses (e.g. “Managing the Company of the Future” of London Business School).


The present list does by far represent only an extract of all companies world-wide and is therefore not representative. The following two statements are therefore not evident, but refer to the available data herein.

1. One would assume that the predominant part of the companies (status by start of June, 2016) come from industries such as ICT (agile) or manufacturing (lean), the drivers of new technologies. This assumption seems to be true. 30% of the companies are active in the information and communication branch, followed by manufacturing (23%), professional, scientific and technical activities (15%), wholesale and retail trade (9%), or human health and social work activities (7%).

2. Another assumption might be that primarily start-ups with a company size of micro (< 10 persons employed) or small (10-49 persons employed) – and not established larger companies – belong to the early adopters or early majority introducing evolutionary principles and management models. In fact the companies of the present list are headed by large size companies (> 250 persons employed) with 49%. Medium-sized (50-249 persons employed) and small size companies each have a share of 20%.


The following numbers indicate the current progress in data collection of the company list and will be updated regularly.

Number of Companies
Involved Industries
Number of Countries
Number of Continents


First of all I would like to thank Mike Kästner for his significant contribution – for hours and hours of work – co-creating the present list.

And many thanks also to Andreas Messerli and Ralf Metz of me&me, who will be adding and describing the portrayed companies of AUGEHNÖHEwege.

HolacracyOne indicates 300+ companies, having introduced Holacracy® world-wide. So their is a large potential to increase the number of companies.

And here it is: