Lancor is a cooperative with 89 employees and 76 years of history. The company started off as a family business and is now specialised in the production of elevation machinery and wind generators, with a large additional portfolio of innovation and development projects. 

In 2005, the business was in a moment of crisis when Koldo Saratxaga from NER Group met with them and offered a transition towards a model of self-organization. In a leap of faith the employees decided with near unanimity to embrace the NER group model. In 2013 the cooperative Lancor 2000 S.COOP was founded. 

This was a radical change for the organization. The team had experienced many tensions and mistrust in the past: managers had committed to a workload that workers in the workshop didn’t feel was realistic. The change was challenging for former leaders who had held their positions for many years. Also for the workers, who struggled as they suddenly had to coordinate work themselves in their teams. 

“Most of us who coordinate have started in the workshop, like me. We got the opportunity from our coworkers to be coordinators.”
recalls Javier Dosuna, General Coordinator at Lancor

Javier Dosuna, Lancor

Today, Lancor has worked for over 10 years with a ratio of 99.5% in-time delivery, something that few manufacturing companies ever achieve. When the cooperative started the transformation, the business was depending on 4 clients, a situation that created a great risk for the business. Today the team has managed to widen the client and product portfolio. 

“We have won the trust of people through absolute and total transparency. Every month we meet and all information is shared with relation to finance, client situation etc. and we make decisions around investments where everyone can contribute and is represented.”
comments Javier Dosuna


From a situation of 450k Euros of loss in 2005 the company became profitable in 2006 and generated a €1M profit in 2018 (with a turnover of around €20M) with almost the same number of employees. 

The NER Group model is flexible but never the same, so we have adapted it to our needs. We are what we want to be and work as a combined entity that makes decisions about its development.”
adds Javier Dosuna, General Coordinator at Lancor


NER Group is an association in which diverse organizations, united by a shared organizational model, approach and culture that fosters self-organization, share experiences, synergies and knowledge. The group represents nearly 2,700 employees with an annual turnover of approximately €400 million. 

  • This is an extract from the forthcoming ‘The Business of Wellbeing – Alternatives to Business as Usual’ Guide, launching in January 2020. For more extracts, please click here
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Nobody is born a perfect leader or entrepreneur. To be good at either means being able to take a risk. A leader might at first fear such actions, as they might think it appears as ‘weak leadership’, or not ‘leading from the front’. These fears are understandable, but as a business matures we naturally need to create space for participatory leadership…you can’t do everything yourself!

Lili David, Sociocracy 3.0

“Decentralize as much as possible, and retain as much influence as necessary.”
Lili David, Co-Developer at Sociocracy 3.0


Skilled leadership comes through an awareness of yourself as well as your changing external conditions. Understanding how the two combine is critical to knowing how your leadership can best serve the business. 

We have identified two key features of leadership and participation in a business that can flourish in a wellbeing economy: Trust and Control


Trust as a balancing act 

According to recent 4 year research study on team effectiveness carried out by Google, psychological safety was identified as the single most important dynamic of an effective team compared to a less effective one. Their research also revealed that sales teams with high ratings for psychological safety actually brought in more revenue.

A climate of openness with the possibility of admitting errors and speaking about them openly, is one of the key factors that also Harvard Business School Professor Amy Edmondson confirms to be crucial for psychological safety. 

Miki Kashtan, author

When we don’t experience trust, as when we don’t experience safety, we shut down, protect, and hide our vulnerability. We also, in both cases, tend to place responsibility for our experience on the outside.
Miki Kashtan, author and international CNVC trainer (from her blog post) 


As a leader you can support a sense of safety by framing challenges as open learning questions that require everybody’s input. 


Marcos Leite, OLX Brazil

“We need people who challenge the status quo, and openness in the management team to be challenged.
Marcos Leite, EVP & Chief Commercial Officer at OLX Brazil


Showing your own fallibility by openly requesting support and modelling curiosity by asking many questions can also help to stimulate a learning environment that creates space for innovation, exploration of new ideas and the possibility to make mistakes.  


Feeling good in and out of control 

We like to feel in control and often delegating responsibility is a big challenge for leaders. Sometimes, because of a lack of knowledge and maturity in the team. Sometimes because the leader struggles to let go of control. 

How can we provide the minimum amount of structure to allow the maximum amount of autonomy in our team; the best value to our customers; whilst making the leader feel good being ‘out of control’?

Erinch Sahan, WFTO

To move towards wellbeing economy you need to give up power, are the decision makers ready to do it?
Erinch Sahan, Chief Executive at World Fair Trade Organization


‘Giving up’…or as we would rather put it…’sharing’ power can be one of the best things a leader can do for the organisation. The Google study has identified dependability, clarity and structure as additional key elements for effective teams. 


Distribute the power to influence, to enable people to decide and act for themselves within defined constraints. Being clear about responsibilities and constraints when you delegate, as well as offering support if necessary, are key to the success of effective collaboration.Lili David, Co-Developer at Sociocracy 3.0


The benefits of effective delegation of responsibilities can be many: Firstly, delegating decision making creates a broader accountability base within the business. Secondly, decisions can be more effective as they no longer just rely on one person’s gut. Decisions can be made by those closer to the effects of those decisions.

Activating collective intelligence across the system

Ultimately, sharing control can liberate a leader as the business grows to provide guidance and strengthen the capabilities of their team. It can afford them to play the role of coach and mentor in areas they once dominated themselves.

We want to spend the time we have available where we can create most value, and often leaders create value by serving as motivational leaders, inviting in clarity and structure where it is needed and creating a culture of learning and innovation. 

James Vaccaro, Triodos Bank

We need to support founders with the elements they struggle with most so they can focus on what they are good at and where they can create impact.
James Vaccaro, Special Advisor at Triodos Bank





First Minister of Scotland Nicola Sturgeon delivered a TED Talk on why governments should prioritise wellbeing in their approaches to economics.

Saying that she is determined Scotland will be a country that helps influence the world to “put wellbeing at the heart of everything we do”, Sturgeon spoke about the Wellbeing Economy Governments partnership between Scotland, Iceland and New Zealand.

The audience applauded several times, including when  the First Minister spoke about the importance of female leadership, and when she said:

“Growth in GDP should not be pursued at any and all cost … The goal of economic policy should be collective well-being: how happy and healthy a population is, not just how wealthy a population is.”

Watch the talk here, and please share widely.


Photo Ryan Lash/TED