Organizational structure

VSHN is organized in a flat hierarchy with only two levels of management, the Board and the Management. We prefer to use principles, concepts and patterns from Sociocracy 3.0 instead of reinventing the wheel whenever we’ve to address an organizational need.


The management consists of people having the Management role. The management is responsible to run the organization and serves as an escalation point when sociocratic and agile methods fail.

Responsibilities and Accountability

  • Driver of organizational development.

    • Define the company structure.

    • Empower roles.

  • Help the company to take decisions by staying on task until a decision is made.

  • Ensure satisfaction of VSHNeers.

  • Break down company vision and strategy set by Board into tangible goals for Squads and VSHNeers.

  • Collaborate with VSHNeers to work out detailed actions to reach the goals.

  • Propose company budget to the Board, enforce adherence to the budget and make it visible.


  • Investments that exceed a certain amount or weren’t planned in advance.

  • Final decision to hire or fire a VSHNeer.

  • Projects which have a significant impact to the company or are a high risk.


  • Periodic creation of reports.

  • Request the Board for power of attorney.

  • Contact with the management of other companies.

  • Final authority of the ISMS and final decisions about information security.

Point of Escalation

  • Problems with VSHNeers (HR topics) which can’t be solved by other roles.

  • Problems with customers which can’t be solved by other roles.

  • Mediator / moderator for long, sensitive, or far reaching discussions.

Sociocracy 3.0

Sociocracy 3.0 a.k.a. "S3" is social technology for evolving agile and resilient organizations at any size, from small start-ups to large international networks and multi-agency collaboration.

Using S3 can help us to achieve our objectives and successfully navigate complexity. We can make organizational changes one step at a time, without the need for sudden radical reorganization or planning a long-term change initiative:

  • We identify our areas of greatest need and select one or more practices or guidelines that help.

  • We proceed at our own pace, and develop both our skills and a more sociocratic and agile mindset as we go.

Regardless of your position in the organization, you’ll find many proven ideas that are relevant and helpful for you.