Vision of Buurtzorg

Buurtzorg, a large Dutch nursing care provider, is a good example of an organization running with Teal management structures and practices. Buurtzorg (the name means neighborhood care in Dutch) was founded in 2006 by Jos de Blok. He set up the company as a self-managing enterprise. Buurtzorg has a distinctive outlook on the nature of care. Its purpose is not to give shots and change bandages as efficiently as they can, but to help its patients live, as much as possible, a rich and autonomous life. Its competitive advantage is the way it fulfills that purpose, with self-organization and wholeness.

Sharda Nandram explored behind the scenes of Buurtzorg Nederland to learn about the organizational process and how the various staff and professionals work together. She applied the Grounded Theory Methodology, a research method that results in the formation of new theories. Nandram calls her theory, ‘Integrating Simplification’. The main concern in the study was: ‘what does an organization (Buurtzorg) do, to deliver services that are fulfilling the client’s/customer’s needs and how does it design and organize its activities for realizing a client focused service‘. The core dimensions where the principles of the theory emerged to solve the main concern will be addressed in the following Infographic.

Click to enlarge (open in PDF)
Click to enlarge (open in PDF)


Book: Organizational Innovation by Integrating Simplification
Picture: De wijkverpleegster in Westerbork


6 Comments Voeg uw reactie toe

  1. Deborah Dyer schreef:

    Buurtzorg is just another excuse for cuts to care. This time it’s team leaders and managers who are losing jobs – meaning more work for frontline staff and less quality care.

    1. Willem-Jan Vos schreef:

      In Self-Management fewer managers becomes a consequence and not a goal. Self-management is about no human bosses, no designated managers, no titles, no hierarchy, no visible structure, and no unilateral authority to fire anyone. Self-management is about a company held together by little more than its principles, mission, processes and culture of learning and coaching. That we can achieve more with less managing. And focus on the purpose, with everyone being the best version of themselves. With time, space and support for everyone to grow in a new role, to break the patterns, to distribute tasks differently. To abandon the idea that people need to hear from another what and how to do work. It requires self-reflection and equal cooperation of everyone, together, without identifying culprits. So everyone can add value.

      Self-management is nog about cutting away managers as a cost-cutting measure, without time, space and support for professionals to grow in a new role. If we are not careful, this means that the professional gets even more on his plate and teams will hit inward. And so they drift away for the purpose. A purpose of happy people better business.

  2. Deborah Dyer schreef:


    With respect, you’ve just written a lot of lovely jargon.

    Self-management for people with complex care requirements means other people doing things for that person. I agree, the cheaper the better so that person has more money for more support BUT in reality cheaper means worse.

    1. Willem-Jan Vos schreef:

      If it was only for cost reduction, than how do you explain that Buurtzorg was awarded best employer in Holland for multiple times?

  3. Deborah Dyer schreef:

    Award by whom? A meaningless industry award no doubt.

    Anyway I though that the person who was being cared for was ultimately the employer – given all the ‘choice and control’ they have?

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