It turned out that more (management) structure was needed after all. VGZ now follows the principle: standard where possible, and customized where meaningful.

Each team now uses a team canvas and engages in performance dialogues. All possible roles have been standardized, as well as the way teams improve processes and/or develop products. This is always done using the Plan-Do-Check-Act (PDCA) cycle—lean-oriented for improvements, and more agile for innovations. Teams are free to choose how they achieve their goals, but if they fail, a manager steps in.

VGZ’s organizational development itself follows a PDCA approach: forming hypotheses, experimenting, and learning from the outcomes. As of 2025, the insurer no longer uses terms like ‘Agile’, ‘Lean’, or ‘self-organization’. What works is retained, and what can be improved is adapted. This way, VGZ’s Way of Working remains in continuous motion!

Get inspired by VGZ’s journey, read the full story here. (in Dutch)