4. The Teams

In this first episode Jos joins us for some of his experiences, we discuss the outcry for change by care professionals in the Netherlands. How could a new organisation without any management grow this quickly?

In this introduction Sam and Thijs tell you why they make a podcast and what the coming episodes will be about.

In this last Thijs and Sam reflect on the various principles they have discussed in the previous 11 episodes. Did you enjoy this podcast and would you like to know more?Please reach out to us at [email protected]

When Buurtzorg was founded in 2006 the role of IT in care was a lot smaller than it is today, but we could foresee what was coming. As there was nothing available that suited the needs of working in a structure without managers we decided to build our own. In the episode, we talk about what the various tools are in the Buurtzorgweb and how it grew with the organisation throughout the years.

You won't find any large Buurtzorg headquarters in the business districts of Amsterdam or Rotterdam, just a back office with 50 people somewhere in the east of the Netherlands. In this back office is taken care of the administrative tasks that are not related to client care, like paying the salaries and billing the health insurance companies 

What is the collaborative structure within the organisation, and what are the roles, tasks, and responsibilities? In Buurtzorg you choose your own new colleagues by also decentralising the recruitment in this episode you hear how it's done and how this leads to fewer problems.

What are the benefits of not having a hierarchical structure, and are there any challenges? In this episode, we will talk about how Buurtzorg is keeping it small and simple.

The Business model of Buurtzorg is based on quite simple economic principles.How do we decide what expenses are needed and valuable, and what is nonsense? The scalability of Buurtzorg is directly related to these simple ways of organising your financials. 

For quite some time many organisations have been looking with great interest at Buurtzorg, as well in the Netherlands as abroad. What ingredients are necessary for a transformation to optimal self-management in the various settings?