Ever since we ditched our corporate jobs and kicked off Corporate Rebels, we’ve been on a mission: end the frustration and inefficiencies of traditional management. We knew (or let’s be honest, hoped) to turn Corporate Rebels into a global movement. And “movement” is the word we used from day one. But truth is, we weren’t a movement. Not yet. We were a team of workplace geeks with a big audience. Powerful? Sure. But not nearly as powerful as a true movement can be. So, 14 months ago, with shaky legs, we jumped. We launched a global network of “Rebel Cells”. What are Rebel Cells?
They unite pioneering organizations locally and connect them globally. Each cell brings together progressive organizations in the same region that are committed to better ways of working.
They meet regularly, visit each other's workplaces, solve challenges together, and push one another forward.
It's not a talking club—it's an action-oriented community where members implement real change, share results, and grow together.
We provide the framework and connections. But the magic? That’s all them. Organizations driving transformation together—creating ripple effects no one could pull off alone.
What does such a movement look like in action? Well, last week, I witnessed it firsthand when we visited Switzerland, where the local Rebel Cell connects pioneering organizations to learn, share, and push boundaries together. We spent quality time with five of the member organizations to dive deep into their unique approach to work:
The Swiss Rebel Cell is just one of 25 that have emerged globally. What makes them powerful is how they drive change from within their regions. During these visits, I witnessed Smartive sharing their transparent salary formula while Dectris offered insights into their five-dimension evaluation approach. MAN's production leaders discussed challenges with Team Factory’s founder. The peer-to-peer exchange is what makes this network come alive. It’s immediate, practical and rooted in shared experience. No consulting speak. No theoretical BS. Just raw, no-nonsense wisdom flowing between organizations committed to doing work better. Driving back home, Joost and I talked it through. This is the difference between an audience and a movement. With an audience, energy flows in one direction. With a movement, energy flows everywhere, creating connections we could never orchestrate. This isn’t just happening in Switzerland. It’s happening in Japan, the Netherlands, Lithuania, Germany, the US, the UK, and 19 other countries. That's when it hit me: we're no longer building a movement. The movement exists. It's alive. It's growing. And increasingly, it has a life beyond us. As the Rebel Cell members shared a dinner in Zurich, I felt something unexpected: a profound sense of being exactly where we needed to be. Not at the center, but as part of something much bigger. And that's what a real movement feels like. We’re ready to grow the movement to its next phase. Therefore, we’re welcoming new member organizations around the world. Want to apply? Go here. Updates from Corporate Rebels HQHere's a quick overview of everything happening at Corporate Rebels:
New articleA new article has been published on our website earlier this week:
What inspired usHere's something noteworthy we discovered this past week that you’re going to love:
Follow us on: |
Join 43,900+ changemakers from all corners of the globe. We share insights on self-managing organizations, new ways of working, and global pioneering companies. Every other week: blog on Monday, newsletter on Thursday. Are you up for some fun, inspiring and rebellious content? Become part of the workplace revolution! 💌
In preparing for the summer '25 cohort of our Corporate Rebels Masterclass, I had conversations with two founders of wildly successful self-managing organizations. Both run companies without traditional hierarchies. Because both believe in autonomy, trust, and ditching command-and-control. But when I asked them how decisions are made, I got two completely different answers. One said: "We like to reach consensus. We only move forward when everyone agrees. It's part of our culture to find the...
We arrived by boat. Forty impact entrepreneurs. Brought together by Forming Impact, from all corners of the world. The sky was burning blue, the water impossibly clear. And there it was: Necker Island. On the dock stood a man in shorts and flip-flops, waving as we pulled up to the shore. Richard Branson, grinning like a kid on holiday, there to welcome us in person. It was surreal. But also, strangely normal. No security guards. No PR team. Just a curious, kind, slightly sunburned man, ready...
A month ago, white smoke curled from a chimney in Rome. Crowds gathered. News anchors speculated. The world held its breath. A new pope was about to be revealed. But while most waited for the name to be spoken, a small group of researchers from Bocconi University already knew it. Not because of divine prophecy. Because of data. By analyzing the relational structure of the Vatican’s inner circle (who consulted whom, who trusted whom, who spent time with whom) they predicted the outcome before...