VSHN’s Culture - How we do things around here

The following 5 key aspects are intended to give you an overview of how VSHN specifically differs from what you might be used to from your time before VSHN.

Our unique organizational culture didn’t appear overnight, there were also never big changes like an "agile transformation" or similar, as VSHN always was more or less like this. From our start, we avoid traditional hierarchical power structures in favor of collaboration and mutual decision-making. With a small team, ad-hoc, collective decisions were feasible. As we grew, we began to articulate our values, which continue to guide our behavior, actions, and decision-making at all levels.

In its simplest terms, to change culture, things need to happen differently, and things happen when people take responsibility, act and get things done. As by our definition of leadership this can and should be anyone. Culture change is an organic process that emerges naturally when individuals and teams start behaving and doing things differently in alignment with new or altered beliefs, values, and practices. It’s not simply a matter of issuing a mandate or directive; it must be lived and experienced on a day-to-day basis across the organization.

The principles of Sociocracy 3.0 (S3) and a lot of its patterns (see them as tools) resonated with us, providing practical guidance that aligned with our values and helped us navigate our growth. However, we never strictly adhered to any singular framework nor is S3 a framework. While we utilize various approaches and tools — S3 just being one toolbox, we prioritize what is effective and aligned with our objectives, regardless of the method.

At VSHN, we recognize that our system and culture, built upon shared leadership and transparency, are a considerable departure from traditional work environments. Such a model requires increased engagement, proactive behavior, and continuous personal development from every individual, surpassing the skills needed for operational tasks. However, it also offers a sense of empowerment, autonomy, and personal growth, along with shared responsibilities that can alleviate the overall mental burden for individuals. We also don’t have better-paid roles (like bosses) that receive higher pay solely to take the blame.

We don’t expect everyone to grasp or fully implement all the practices described here immediately, but it is crucial that there is a baseline alignment with our values and principles for collective success. At VSHN, we have roles that specifically focus on organizational aspects and governance, such as our Scrum Masters, Facilitators, People and Culture Roles and more. We believe in supporting every individual, providing opportunities for growth, and even facilitating mindset shifts on these topics.

While our culture fosters personal development and job satisfaction, we acknowledge that it may not align with everyone’s aspirations. This acknowledgment doesn’t reflect a failure on anyone’s part but rather illustrates the importance of recognizing the fit between individuals and their work environment. Our ultimate aim is to cultivate a setting where individuals can thrive, grow, and make significant contributions—whether that’s within VSHN or beyond.

There’s a risk in such a system, a risk of a vacuum where no one drives decisions or activities within reasonable time — anyone leads could mean no one leads. However, the real issue often lies not in the absence of a person deciding, but in the absence of leadership driving the topic to the decision point and beyond that. This applies equally in traditional power hierarchies when your boss is overloaded and doesn’t drive certain things.

A safeguard here is understanding that when responsibility is delegated, the Delegator remains overall accountable (refer to Semi-Autonomous Teams). Simply put, if the team really wouldn’t care enough, the Delegator has to support and empower the team to be able to care and can’t look away. Such dynamics should invariably surface during Domain Reviews.

At VSHN, we operate in a competitive market. Our tasks involve attracting and retaining customers, generating revenue, and thus preserving our financial stability. While one of our priorities is to value and nurture our VSHNeers, we also have the responsibility to strike a balance between their well-being and the overall financial health of our organization. Our focus lies in operating as a successful business, not driven solely by profit, but also because it allows us to realize our vision, create an enriching work environment, and cultivate opportunities for personal and professional growth.

When making decisions, we recognize that personal preferences or subjective feelings alone are not sufficient grounds to dismiss proposed tasks or actions. Instead, we heavily rely on reasoned arguments, especially when there is a potential risk to the organization or its ability to fulfill commitments. While individual preferences are important, in our decision-making, it’s about the arguments that support our ability to attract and retain customers, generate adequate revenue, and maintain our competitive position. By adhering to this approach, we can strike a balance between individual preferences and the collective success of our business. That being said, while customers are our priority and the key to our success, we will not compromise our organization’s health; they are not a priority at any cost.

More on this here.