Indaero

2024 – Indaero is a Spanish company active in the aerospace and medical sectors. The company was acquired a year ago by Krisos, a private equity firm founded by the founders, who are also owners of Corporate Rebels (see references/links below). Indaero employs 40 people. This acquisition was the beginning of the transformation of Indaero’s traditional hierarchical structure into a flat organization with self-managing teams. The transformation has led to an increase in employee productivity and improved work quality.

The abolition of management layers has created a culture of trust within Indaero, in which communication and cooperation between teams have improved. As a result, employees have a greater sense of team spirit and dare to rely on each other. In addition, the change has resulted in employees having more say, which has increased their commitment to the company. The changes have also ensured that employees have the space to develop themselves in their work. In addition, Indaero’s financial figures have also changed positively since the transformation and this cannot be seen separately from the changes in the company’s structure.

However, the transformation to a self-managed model is not without challenges. The absence of traditional management structures can lead to a lack of clarity around responsibilities and expectations. Some employees may feel overwhelmed by the freedoms they have been given and may not know how to effectively manage their new responsibilities. Communication can also be a stumbling block, especially if teams are not well-aligned or if there is a lack of clarity around decisions.

Indaero’s transformation offers insights for other companies considering implementing a self-driving model. The positive impact on employee productivity and employee satisfaction demonstrate the benefits of social innovation. However, it requires a clear streamlining of the production structure, a good delineation of the system boundaries between teams and a redesign of the decision-making structure. And very importantly, a careful implementation where (part of) the employees need support to change along.

The Indaero case shows that, if implemented correctly, a self-managing model can not only lead to a more productive working environment, but also to a more positive corporate culture in which employees feel comfortable and can develop themselves.

Reference
Becoming Bossless: An Update On The Radical Transformation Of Our First Acquisition. (2023, 5 november). Corporate Rebels. https://www.corporate-rebels.com/blog/indaero-transformation

From Acquisition to Impact: How We’re Turning The Company We Bought into a Force for Good. (2024, 24 maart). Corporate Rebels. https://www.corporate-rebels.com/blog/the-company-we-bought-last-year-is-skyrocketing

Indaero’s Transformation to Self-Management – Blog. (2024, 1 juli). Corporate Rebels. https://www.corporate-rebels.com/blog/indaeros-transformation-to-self-management

No Managers, No Problem? Our 12-Month Experiment in Running a Bossless Organization. (2024, 6 oktober). Corporate Rebels. https://www.corporate-rebels.com/blog/no-managers-no-problem