Default to Open: Building a Horizontal Organisation

In a recent episode of Make It Thrive: The Company Culture Podcast, I sat down with Bomee Jung, CEO and co-founder of climate-focused company Cadence OneFive. 

Cadence OnFive operates as a horizontal organisation, there are no traditional managers or supervisors, and no strict pyramid hierarchy that controls what people do, or how they do it. 

In this feature, I’ve summarised our conversation on the podcast about why Bomee and her co-founder opted to operate without traditional management structures, and from the get go decided that if they were going to build something – it would be horizontal. 

If you have the time, I’d highly recommend listening to the episode as Bomee speaks candidly about what it means to be a horizontal organisation, the pushback she faced in adopting a non-hierarchical structure, and the impacts of transparency, equity, and neurodivergent inclusion on the company culture. 

It’s not every day a founder decides they’re going to grow without traditional management structures. After all, isn’t that what you’re supposed to do?! 

For Bomee, the decision to structure Cadence OneFive horizontally was rooted in her personal experiences within hierarchical organisations and her desire to create an inclusive, purpose-driven company. 

Bomee explained that traditional hierarchy often comes with coercive power dynamics, which felt counterproductive to the values she wanted to instil in Cadence OneFive.

“When it came time to think about what kind of company I wanted to build, I knew I didn’t want an environment where people had to exercise power over each other,” she said. “This is a climate justice-driven organisation, so we aim to reflect the values of autonomy and fairness within our governance.”

Bomee explained that while organisational models may not be at a priority for every founder, it felt absolutely necessary to consider this when they were thinking about the integrity of their service offering. If they were preaching fairness and values to others, they had to be operating with a model that also ensured they were walking the talk.

Building a horizontal organisation wasn’t without its challenges. Bomee recalled the initial resistance from colleagues and mentors who questioned how Cadence OneFive would function without traditional supervisors. Concerns around how performance management, hiring, and decision-making would work in a non-hierarchical setup created a to-do list for her team, pushing them to find innovative approaches to familiar organisational functions.

“Even just saying, ‘We won’t have supervisors’ elicited a lot of questions. People asked, ‘How are you going to handle hiring, firing, and all the other aspects of management?’” Jung recounted.

In the early days, Bomee created a manifesto for Cadence OnFive, to support herself and her co-founder to navigate those early decisions and be aligned to what felt right to them. As Bomee so boldly puts it, during this phase of inquiry, she asked herself, “what kind of company do I want to be responsible for?” 

It’s rare to find founders who are just as consciously choosing ‘how’ they work, rather than just the ‘what’ of their work.

At Cadence OneFive, recruitment is more than hiring for skills; it’s about finding people who align with the organisation’s commitment to autonomy and transparency. Bomee highlighted the importance of self-selection in hiring, noting that candidates need to understand the horizontal structure and the expectations it brings. To encourage this, the company’s public handbook details their processes, allowing potential employees to assess their comfort with the horizontal approach before applying.

“People need to self-select into this way of working. Those excited by autonomy and climate impact gravitate towards us, while those who feel uncomfortable with our approach self-select out,” she explained.

As a horizontal organisation will be new to many people, this step is vital in ensuring that people can get a grasp of what they’re signing up for. It’s not just about showing up and doing the day job in these organisations, there is also the requirement that you become part of the steering on how you work together. 

As Bomee says, “People choose to be here. In choosing to be here, what we ask of people is that you work with us to contribute to the development of how we do our work, not just doing your work.”

For people new to this way of working, it can feel too much. Having to think about the job you’ve been hired for and then being part of decision making groups, or spending more time on developing practices and processes. The responsibility level goes up.

“There is more work involved in this way of working, but there’s a realisation that it’s work that gives people more control and autonomy,” Bomee shared. 

Cadence OneFive uses a unique approach to performance reviews, opting for a continuous 360-degree feedback process driven by employees themselves. From their first month, new hires go through a series of 360 reviews designed to build trust and foster growth. Instead of a manager-led review, each employee sets the agenda for their own feedback sessions, with team members providing input in a structured, consent-driven process. You can read more about the process here, in their handbook.  

“Feedback at Cadence OneFive isn’t top-down,” said Jung. “Each employee, including myself, goes through a 360 review to reflect on performance and get constructive feedback. It’s an empowering way for our team to grow together.”

For Bomee, the 360 process includes her role as CEO, which requires vulnerability in a position where open feedback is rarely the norm. As the subject of a 360 review herself, Jung acknowledged the initial discomfort of seeking feedback from employees. However, she found that it allowed her to share her constraints and limitations transparently, inviting mutual understanding and collaboration.

“It’s challenging as a CEO to open yourself up to feedback from your team, but it’s crucial,” Jung noted. “Sharing my limitations gives employees context and helps build trust through honest, transparent communication.”

One of the personal challenges Bomee highlighted was the loneliness that often comes with the CEO role. In a traditional structure it’s lonely at the top. 

“The higher up you go, the fewer peers you have,” Jung shared. “As a CEO, your support system is often external. That’s where our 360 process helps by creating a space for connection and mutual understanding.”

One of Cadence OneFive’s practices is 100% pay transparency. Anyone in the company can see what their colleagues earn, which Jung believes is fundamental to maintaining trust and equity. Pay transparency not only fosters a culture of fairness but also allows the team to address potential pay disparities head-on, an issue Jung is passionate about after spending years correcting inequities in traditional settings.

“Compensation is entirely transparent,” Jung explained. “Anyone can see what others earn, which helps us proactively address pay equity and ensures that everyone feels valued fairly.”

In a company with no hierarchy, Cadence OneFive relies on the advice process for decision-making. This structured, transparent approach involves proposing a decision, seeking input from colleagues, and proceeding with feedback in mind.

Bomee recounted a specific instance where the advice process helped the team navigate a temporary pay reduction, which concluded with employees feeling empowered rather than demoralised.

“When we needed to reduce pay temporarily, we turned to the advice process. It allowed everyone to understand the decision, provide input, and move forward together with clarity and trust,” she noted.

As a startup, Cadence OneFive faces unique challenges in scaling, especially with a non-hierarchical model. Bomee emphasised that horizontal organisations rely on shared values and trust rather than top-down control. She noted that scaling quickly through traditional, hierarchical strategies would be unrealistic, requiring too much oversight for a small team. Instead, Cadence OneFive encourages employees to lead from their roles, making decisions autonomously in alignment with the company’s mission.

“We’re focused on growing a culture of autonomy because it’s the only way we can scale fast,” Jung said. “Our team is happiest and most motivated when they’re empowered to make decisions in alignment with our goals.”

As a neurodivergent individual, Bomee explained how self-management in a horizontal structure allows her to navigate communication and work styles effectively. Open conversations around different ways of working help her and her team accommodate diverse needs, from camera-off meetings to allowing for unique communication preferences.

“Self-management has been instrumental for me as a neurodivergent person. It’s about respecting differences and recognising that neurodivergence can contribute to a richer, more inclusive work environment,” she reflected.

From fostering transparency and embracing feedback to structuring recruitment around self-selection, Bomee’s insights offer valuable lessons for organisations looking to adopt a horizontal model. As a leader committed to purpose-driven governance, her journey exemplifies the benefits and challenges of building an inclusive, people-first company culture.

As Jung put it, “Default to open, default to visible, default to transparent.” For organisations willing to commit to these principles, the rewards of greater trust, autonomy, and mutual respect can transform the workplace.