If the applicants express career ambitions or other self-centered utterances, we instantly take them out of the recruitment process. (HR manager)

We [i.e. top management] unexpectedly visit our employees at their workplaces and talk with them, thereby really getting to know them and what drives them. (HR manager)

Through personal conversations with each employee, I highlight the importance of collaboration. (Founder)

The teams continuously notify us of new team members' achievements and enthusiasm. (HR manager)

We prioritize values and passion, in fact, they are more important than competence. (HR manager)

Our company is almost free of hierarchies. The disadvantage is that there are almost no career opportunities. (Team member)

We do not like individualism and competition between co-workers. (Founder)

Team members' cooperation develops better without team leaders. (Founder)

A team leader has a tendency to lock the team. (HR manager)

The team members need to find their own individual driving force. (HR manager)

To create growth and scale up, we came up with this self-organizing solution. (Founder)

The term “we” always contains degrees of tolerance. (Founder)

I think it's clearer than ever that we need to work together to create the world we want. (Founder)

Here, you have the ability to develop your skills—just ask for the resources. (Team member)

Our family culture and our flat organization strongly support growth. (Team member)

Frankly, the team is like my second family, almost like a cult. (Team member)

Cultural issues are very important, and creating a strong team feeling can solve individual problems. (HR manager)

By reducing the documentation, the employees have to cooperate more, thereby building trust and co-work. (HR manager)

The team takes care of every problem, we should not report them to a manager. (Team member)

The teams are composed of the staff, they constitute a pod [i.e. independent unit of the company]. (Team member)

The staff should pay full attention to their problems, not to management control. (Founder)

The team is your second family, which the managers help to be independent. (Team member)

The teams shape their culture on their own, but responsibility is at the core of it. (HR Manager)

The team is your second family, which the managers help to be independent. (Team member)

We never have to be told what to do, we just do it, we take responsibility. (Team member)

We decide and take care of the performance metrics by ourselves—we create them. (Team member)

You are free to act, but be aware of your responsibilities. (Team member)

It is essential that we compose the team to include different personalities and competences. (Team member)

Based on who you are [i.e. your personality], the team supports and unleashes your potential. (Team member)

You must dare to make mistakes. Go ahead and experiment. (Founder)

We embrace mistakes and praise those who have made them. (Founder)

A basic thought we have is that failure and improvement are connected. (Founder)

If something turns out to be a failure, it probably depends on lack of clarity from my side. (Founder)

It's explicit that you should try by yourself—it is ok if you fail. (Team member)

We take care of our mistakes ourselves [in the team]. We are expected to do our best, and the management never controls us. (Team member)

With our modular system we meet our customers' needs. (Founder)

This creative and constructive process brings out the best in our customers. (Company website)

The trust between us and the customer is essential, it gives us meaning. (Team member)

The customer is actually part of the team. (Team member)

You develop a feeling for what the customers and the team want from you; often you get gratitude in return. (Team member)

Our teams are quite small and we work very closely with our customers in delivering our technical solutions, so a sense of trustworthiness develops. (Team member)

Most importantly, the customer must be closely related to the business. In this way, the teams deliver customized solutions. (Founder)

The target metrics are decided by the teams themselves. (Founder)

We [i.e. the team] completely take care of the delivery—we have the control and responsibility. (Team member)

We have developed high-performance teams. We build customer relationships and provide according to their needs. (Team member)

As much as possible, we visit the customers, even when they are located in other countries. (Team member)

By strongly focusing on the customer, we learn, adapt and build relationships. (Team member)