In 2010, Roman founded farbenmeer GmbH on the principle of self-organisation. He was inspired by the evolutionary patterns observed by Frédéric Laloux in pioneering companies, concepts Laloux defined as "Teal*" in his seminal work, Reinventing Organizations.
The goal was to create an organisation that operates as a living organism, providing space for autonomous action. For Roman, it was clear that rigid, traditional structures were out of the question, as they stifled the very growth and development he envisioned:
"Classic hierarchies, where leadership is tied to formal positions, never worked for me. I am convinced that creativity, commitment, and genuine care only flourish where people have the freedom to make conscious choices about their actions—and that includes choosing whom they entrust with leadership." — Roman
*Teal is not an acronym; it describes the colour turquoise. According to Frédéric Laloux, it represents the most advanced stage of organisational evolution to date. These companies promote self-management, wholeness, and a sense of purpose.
The Three Core Principles of Our Organisation
Built upon three fundamental pillars, farbenmeer was established as a self-organised entity that constantly evolves through the fresh impulses of every new team member.
Self-Organisation
At farbenmeer, there are no bosses. No one has the authority to issue directives to others. Instead, every member continuously decides for themselves how they can and want to contribute. This is why, for example, we have flexible working hours and unlimited holiday.
Decisions affecting the entire team—such as hiring new staff—are made using the Consent Principle. In almost all other cases, decisions are usually driven by a single individual. However, this requires that person to have thoroughly considered the impact of their decision on the team and the company, and to have consulted with other team members if they felt uncertain.
This shift in perspective from "What is good for me?" to "What is good for the organisation?" is essential for successful self-organisation and currently represents our most important learning curve. It is the only way to ensure decisions are made that serve the progress of the entire collective, rather than just the individual.
Examples:
“I’m taking tomorrow off because I need to sort out some personal matters.”
“I am reducing my working week to four days and will coordinate my day off with my colleagues.”
“We are hiring an external consultant to help us resolve a conflict because we can’t find a way forward on our own.”
Wholeness
Even during the recruitment process, we encourage people to bring their whole selves to work. In traditional organisations, people are often expected to wear a "professional mask" to hide their true nature or perceived weaknesses. We consciously choose to abandon that mask.
Only when we let the facade drop can we truly care for one another and gain valuable, diverse perspectives on our collective work.
Examples:
“I’m quite skilled at mediating conflicts, so I’m offering my help as a moderator.”
“I’m pulling out of all meetings today because I’m feeling socially overstimulated.”
“I have a keen interest in data and figures, so alongside my role as a software developer, I’d like to spend one day a week looking after our business analytics.”
Evolutionary Purpose
As a business, we naturally aim to operate viably. This includes generating profit, as it allows us to increase salaries, invest in the company, and donate to charitable causes. However, we don't pursue profit at all costs. Instead, we primarily look at the health of our team and the company, and where we want to go this year. Everyone’s wellbeing is our top priority.
Furthermore, we regularly take on pro bono projects for non-profits, such as developing the website for the Hamburger Zukunftsentscheid (Hamburg Future Referendum) in 2025. It is important to us that we contribute to society while ensuring our team thrives.
Examples:
“We are setting up a project team to work pro bono on the Hamburg Future Referendum website for the next two months.”
“We want to increase all salaries by 10% this year, so we will be paying less into our reserves.”
“We are paying a colleague her full salary even though she works 80%, as she needs the time for her family but cannot afford a pay cut.”
Autonomy Through Freedom of Choice
As you can see, autonomy is primarily about the freedom to make decisions—for oneself, the team, and the company. It marks the shift from simply "getting through tasks" to active creation. Real autonomy arises when every individual understands that their decisions do not happen in a vacuum, but always affect three levels:
For oneself: The freedom to choose a work style and pace that suits one's current stage of life and health.
For the team: The responsibility to create an environment where everyone can grow, through transparent actions and mutual consideration.
For the company: Entrepreneurial thinking to secure the economic foundation of our shared vision.
This form of autonomy leads to greater resilience across the entire organisation. Because decisions are made where the knowledge resides, we can react more quickly to change. The result is a culture where motivation doesn't need to be "mandated" from above but grows organically from the conviction of acting effectively and self-determinedly. In short: we don’t work because we have to, but because we consciously choose to.
However, this freedom comes with a great deal of responsibility for every member, which can be challenging in certain situations or for certain people.
The Challenges of Self-Organisation
Self-organisation is intended to make people feel better, healthier, and more productive through self-determination. However, it isn't always as easy as it sounds; most of us have been socialised in environments of "top-down" management and we all bring different personalities to the table.
Self-organised or overwhelmed?
Organising oneself is actually part of human nature—after all, every cell in our body functions autonomously. However, in our daily working lives, we are used to others (supervisors) making decisions for us. This has the "advantage" of not having to worry about the consequences of those choices. In a self-organised system, every member must be capable of making independent decisions and taking responsibility for the whole team—even if it limits individual desires. This can be overwhelming or even stifling for some.
Example: A colleague checks the legal requirements for "workations." She decides against stays outside of Europe because the administrative burden and costs for the firm are too high. She knows, however, that she is shattering a colleague’s dream of working from Thailand for three months.
Wholeness or discomfort?
In classic structures, one often tries to hide weaknesses to avoid being disadvantaged, pigeonholed, or even dismissed. We have to learn how to unlearn this behaviour. And honestly, sometimes it’s easier to wear a professional mask than to show openly where you are struggling. It also requires accepting others as they are. We are a deliberately heterogeneous group to gain different perspectives. The demand to be "whole" at work can become a burden if the structures don't suit different personality types.
Example: An introverted person feels completely overwhelmed in large brainstorming sessions. They feel unable to contribute, "steamrolled" by the group, and are emotionally drained afterwards.
Evolutionary or uneconomical?
We don’t have a rigid five-year financial plan that we stick to come what may. We make plans, but we allow ourselves to adjust them at any time. This creates a high level of uncertainty, but it also gives us the flexibility to look after the needs of our team and society. This uncertainty can mean freedom for some and stress for others. An evolutionary purpose is inspiring, but it must not obscure the "hard numbers." Economic stability is the prerequisite for any further development.
Example: We realise the current economic climate doesn't allow for pay rises. This leads to frustration and financial anxiety for some employees.
Want to know more about self-organisation and how we tackle these challenges? Then get in touch with us directly! 😊
