In Apptive employees decide their own salary
In Switzerland, there is a company where employees decide their own salaries at the end of each month. This innovative approach is part of a broader workplace philosophy called holacracy, a system where there are no traditional managers or hierarchical structures. One notable example is Apptiva, a software company based in Lucerne that has been operating successfully for ten years without formal leaders or bosses.
Despite lacking a conventional hierarchy, Apptiva continues to grow steadily. Originally founded by three individuals, the company now employs eleven people with an average age of 38. The secret to their success, according to co-founder Philip Schönholzer, lies in the sense of responsibility shared among all employees. “We have never needed managers – he explains – Everyone takes responsibility. This makes us faster, more creative and, frankly, happier”.
In this flat organizational structure, decision-making is collaborative. Employees are encouraged to propose ideas or suggest changes to the company’s strategy, provided they consult with everyone affected beforehand. Critical feedback is viewed as an opportunity for reflection rather than criticism, fostering an environment of open dialogue and continuous improvement. When it comes to staffing decisions, such as hiring new team members, the entire team participates. “Everyone has a say, but the influence depends on who will work closely with the new hire”, Schönholzer notes. Interestingly, salaries are also determined collectively. Employees at Apptiva set their own wages, with transparency playing a key role. Since everyone can see each other’s earnings, there is no tendency to demand excessive pay. If someone wishes for a raise, they need to justify it convincingly. Sometimes, colleagues even suggest that a teammate deserves a salary increase, promoting a culture of fairness and mutual respect.
The absence of traditional hierarchies appears to contribute significantly to employee loyalty. According to Wechsler, a team member, only one person has left the company for personal reasons over the years, while all others have remained. Wechsler emphasizes that working without hierarchies is liberating and prefers this approach over traditional management structures. He adds that in both work and private life, decisions are made daily by individuals, highlighting the empowerment and autonomy fostered in such an environment.
Apptiva’s model demonstrates that a workplace without bosses, based on trust, transparency, and shared responsibility, can be highly effective. It challenges conventional corporate norms and offers a glimpse into a future where work is driven by collective decision-making and employee empowerment.
