Emphasis on mapping recruits' and employees' values: the founder had personal conversations with all employees to learn what was important for them (structuring)

Individualism was not welcome: top management did not like career-focused co-workers and competition among them; rather, collectivism was idealized (structuring)

Responsibility-focused team culture: the fundamental importance of collective responsibility was emphasized (bundling)

Customers were included in autonomous teams: direct customer contact was described as essential for the business (leveraging)

The importance of individual competence was stressed (structuring)

Career opportunities, concomitant salary development, and low employee turnover were described as crucial for the business (structuring)

The importance of documentation processes was described as fundamental (bundling)

Team orientation, but with four clear levels of emergent hierarchy identified (bundling)

For efficiency, the teams were assumed not to have direct customer contact; rather, a layer of service delivery managers and analysts handle direct customer contact (leveraging)