Breaking the Norms: Statik's Journey to Self-Management

What makes a founder begin to explore alternative organisational models and break the norms of mainstream management? That’s what I’m eager to uncover in season 13 of the podcast as I chat with maverick founders who have done away with following the status quo, and opted for a more purposeful way to grow their companies. 

One such company is Statik, a digital agency founded by Pieter Jelle De Brue over 20 years ago, which embraces the practices and philosophy of self-management. 

The shift towards self-management at Statik wasn’t a straightforward decision; it stemmed from curiosity and a desire for change, driven by both a pragmatic need and a deep-rooted belief in giving teams autonomy. In this feature, we delve into Statik’s journey towards self-management, the challenges they faced, and the positive impact it has had on their business and culture, all based on Pieter’s recent interview on the Make it Thrive podcast.

Listen to the full conversation with Pieter here;

At first glance self-management can appear like anarchy. No managers. No strict HR policies. And very little hierarchy. However, the reality is, this way of organising is not only more agile and flexible to fast-moving businesses, but offers an abundance of untapped potential that lies dormant in most traditional ways of working. So, what was the spark for Statik to choose a new path forward? 

As always, the answer isn’t simple. Like constant nudges, the decision to experiment with self-management came from multiple directions. 

One of the personal motivations for Pieter to explore different ways of working was his experience of carrying the weight of the company on his shoulders in its early years. As the sole founder, he took on all the responsibility for every aspect of the business, which led to burnout and feelings of being overwhelmed. The desire to alleviate some of this personal strain, and to prevent his team from feeling similarly overwhelmed, was a strong motivator.

Then in 2011, Pieter’s company merged with another smaller business. Pieter’s new co-manager was more focused on numbers and performance metrics, and he quickly highlighted the inefficiencies in their operations, sparking a realisation that they needed a more sustainable approach to maintaining growth. 

Pieter was also led by his own ethical conviction – that people should be trusted to do their work without being micromanaged. He personally disliked being told how to do his job and assumed others felt the same. 

Around the same time, Frederic Laloux’s book Reinventing Organizations made its way into Pieter’s life. The book advocated for new organisational structures based on principles of autonomy and self-management, which resonated deeply with Pieter.

Combining all of these factors came the drive to experiment with self-management. And as if the timing was right; due to the merger creating an unexpected surplus of management capacity, there was now more time to put these ideas into practice. As Pieter explained: 

“We found ourselves with more time than we had before, which gave us room to experiment.”

And so began the journey, leading to a radically different, but ultimately more fulfilling, way of working for everyone at Statik.

The path to self-management is never clear. For those who want to know all the steps and create a plan, this way of working can feel immediately alien because it’s much more organic and people-centric. 

Rather than a complete overhaul at Statik, the move towards self-management was framed as an experiment. Pieter wanted to create an environment where people had full autonomy in their roles, but without overwhelming them. Teams were encouraged to take ownership of their planning, finances, and operations, with just one key expectation: at the end of the month, they needed to meet a minimum invoicing goal to keep the company afloat.

Framing the transition as an experiment made it feel less risky for people, fostering a sense of security:

“Half the team was against it, half were in favour, but because it was framed as an experiment, it felt safer. If it didn’t work, we could always revert back.”

After just six weeks, the team forgot it was even an experiment – it quickly became the new norm.

By framing it as an experiment, Pieter reduced the pressure and risk for people, offering them reassurance that if it didn’t work, they could easily revert to the old structure. Despite initial scepticism the experiment quickly proved successful. This willingness to experiment, combined with a flexible, low-risk approach, was key to Statik’s transition to self-management.

No major organisational change comes without its challenges, and Statik’s shift was no exception. One initial hurdle was bringing along sceptical team members, some of whom felt they were already taking on enough responsibility. Others worried about the expectation to manage finances or that they might not be able to make decisions on their own.

Pieter shared:

“People asked, ‘Am I really allowed to take this decision?’ It was a mindset shift that took time.”

New hires also faced struggles as they joined teams still adapting to self-management. The process of storming, norming, forming, and performing was even more difficult for groups still getting accustomed to their new way of working.

However, one of the biggest ongoing challenges has been feedback. Radical candour—giving constructive feedback while maintaining strong relationships—has been a difficult balance to strike:

“People tend to be too kind to each other, and we need to work on giving honest feedback without losing the connection.”

Over time, Statik has worked to formalise feedback processes, such as structured feedback carousels, to help teams address this issue, though it remains an area for improvement. 

These challenges highlight the complexities of moving away from traditional hierarchical structures towards a model where people must take on both the freedom and the responsibility of self-management.

Despite the challenges, the positive impact of self-management on both Statik and its people has been remarkable. Not only has it given power back to the team, but it has also made people happier in their roles, fostering a more motivated and productive workforce. People have become more intrinsically motivated, as Pieter observed:

“People report being happier at work, and they’re more productive. They’ve taken full ownership of their roles, and the results have been far beyond what we expected.”

This shift has also allowed Statik to focus more on purposeful work. In 2016, the company began aligning its projects with the United Nations’ Sustainable Development Goals (SDGs), which helped them attract talent that shared their values. As a result, turnover decreased, and employee satisfaction increased.

One particularly touching moment for Pieter was when an employee remarked that since working at Statik, he had become a better father—a testament to the profound impact the company’s culture had not only on people’s professional lives but also on their personal well-being. Overall, self-management has cultivated a meaningful workplace, with people shaping their roles and contributing to the company’s direction.

One of the most significant transformations brought about by Statik’s shift to self-management was how it affected Pieter’s role as a founder. In the early years of the company, Pieter shouldered the full burden of responsibility, often feeling overwhelmed by the sheer number of tasks and decisions that fell on him alone. However, as the company moved towards self-management, he found himself less essential to the day-to-day operations. The teams took full ownership of their work, allowing Pieter to step back from constant involvement in the decision-making process. As Pieter shared:

“I went from being needed in every decision to becoming almost unnecessary, in the best way possible.”

Today, Pieter’s focus is more on mentoring and being available to support his team. He now has the time to work on new ventures, such as creating a community of like-minded companies, and exploring steward ownership, where employees are seen as part-owners of the business.

Despite feeling a sense of identity loss at first, Pieter has embraced his evolving role. He no longer has to manage every aspect of the company, allowing him to focus on larger, more impactful projects. Pieter now relishes the opportunity to mentor and support his team, finding fulfilment in watching them take ownership and succeed in their roles. This shift has not only liberated Pieter from the pressures of being a traditional leader but has also helped Statik develop a more self-sustaining, resilient organisational structure.

Statik’s journey towards self-management has been transformative for both the company and its people. What started as an experiment has become a fully ingrained culture that empowers teams to work autonomously and take ownership of their roles. The result? A happier, more motivated workforce and a founder who has found renewed purpose in his evolving role. 

For any company considering a similar path, Pieter’s advice is clear: “Start small, experiment, and trust your instincts.” If it feels right for your business, take the leap—you might just be surprised by the results.