What if a centralized company structure wasn’t the only path to success?

MaibornWolff built a decentralized structure that empowers departments to operate independently.

And it works shockingly well.

In this article, we break down insights from Fabio Andree Scheurel, Deputy Division Manager of Collaborative Enterprise Architecture, about how MaibornWolff set up their decentralized structure—and how you can do the same.

How MaibornWolff’s Decentralized Structure Works

Most companies divide themselves into traditional departments: HR, IT, Marketing.

And while MaibornWolff still possess these internal supporting functions, their primary departments are built a little differently.

They set up 17 operational departments based on expertise and methodologies, with each department built around specific topics like UX design, cloud computing, or smart factories.

"Our departments are their own P&L unit... We’re responsible to handle our business ourselves." – Fabio Andree Scheurel

Each department operates as its own profit-and-loss (P&L) center. They’re responsible for their own financial performance and client acquisition.

What does this do?

• Eliminates bottlenecks.
• Speeds up decision-making.
• Empowers department leaders to act like entrepreneurs.

How the Teams Collaborate

You might think: How does everyone work together if they’re all independent?

That’s where MaibornWolff’s culture of networking comes in.

From the beginning, they emphasized partnerships and collaboration—both internally and externally.

Departments regularly team up to staff projects. UX engineers from one department, backend engineers from another, testing experts from yet another.

This “spider’s web” of connections makes MaibornWolff more resilient, adaptable, and able to provide clients with diverse, cross-functional teams.

"Most of our projects are staffed from several departments at once... combining testing, UX, backend engineers, and branding experts."

The Role of General Managers

General Managers at MaibornWolff are not guiding the strategic direction of the company’s departments. That task lies with the department leaders.

So what do the General Managers do?

They focus on alignment, not individual departmental strategy.

They’re fully invested in the decentralized structure, responsible for setting the companies ‘north star’ goals, keeping departments on the same page, and organizing leadership summits 2–3 times a year. These summits are where the company’s strategy is discussed.

General managers are not involved with the daily operations or strategic goal setting of departments.

This setup minimizes the “hero syndrome” seen in many consultancy firms where the founders or top leaders control everything.

Instead, each department is a self-contained unit, spreading out responsibility and ensuring the business isn’t dependent on a few key people.

Who is Responsible for Client Acquisition?

MaibornWolff has turned the traditional client acquisition process on its head by decentralizing it.

Here’s how it works:

Rather than relying on the company founders and their networks to bring in clients, each department is responsible for its own client acquisition and relationships.

This shift means that departments operate with autonomy, allowing them to build trust faster and eliminate bottlenecks.

“The real responsibility for sales and acquisition is located within the departments. You go straight to the business and say, ‘Okay, let’s go for the acquisition.’ Contracts and formalities come later, only if the customer wants us to move forward.”

This decentralized approach allows MaibornWolff to work seamlessly with partners as well.

Instead of waiting for long, formal contracts to align with subcontractors, departments collaborate informally from the start, deferring legal steps until the client has given the green light. This removes unnecessary delays and focuses on delivering value right away.

The impact?

• Faster client onboarding: Projects begin without the usual formalities.
• Streamlined partnerships: Teams collaborate naturally, bypassing the bottlenecks typical in traditional structures.
• Improved client trust: Departments are empowered to own relationships, moving past introductions and straight into meaningful work.

This model offers a alternative to traditional acquisition: a framework that skips bureaucracy, builds immediate trust, and lets teams focus on what matters.

This decentralized approach to client acquisition only works because it’s grounded in MaibornWolff’s core guiding principles.

Let’s take a closer look at those now.

What are ‘Guiding Principles’ and Why Do You Need Them in a Decentralized Structure?

Running a decentralized company isn’t just about splitting into independent teams. You need a framework that keeps everyone aligned.

Enter guiding principles.

Think of them as ‘cultural pillars’, if you prefer.

Unlike rigid rules, guiding principles are flexible. They’re broad enough to apply to any situation but clear enough to guide decision-making.

MaibornWolff’s first principle? Act as a whole.

"Before making any decision, we think about how it impacts the entire company, not just our department."

Another key principle: Long-term perspective.

MaibornWolff isn’t interested in short-term wins. They focus on long-term relationships with clients, some of whom they’ve worked with for over 35 years.

How Do You Keep Guiding Principles Alive?

Guiding principles only work if you keep them alive—but how can you do that in practice?

Fabio ensures that his team constantly applies these principles by organizing monthly get-togethers where they discuss a specific principle and share real-world examples of it in action.

The more these principles are discussed, the more they become a reality. Overtime, they serve as an orientation device to guide the actions of all employees.

"I help them make decisions by guiding them with the principles instead of doing it for them."

During his interview on the podcast, Fabio mentioned that he’ll avoid making decisions for somebody when they ask for help.

Instead, he points them back to the principles and asks: Which one applies here?

Maibornwolff’s Impressive Training Budgets

Employees at MaibornWolff are granted an impressive training budget, and it’s up to them to use their understanding of the company’s guiding principles to determine how they spend it.

Here’s how it works:

• Each employee gets an annual budget equal to 1.5x their monthly salary.
• They can use it to attend internal or external training courses, conferences, or coaching sessions.
• Employees have full control over where to invest in their learning.

"You can do six weeks of full-time learning with that budget... or spend it on a conference abroad. It’s flexible."

This budget doesn’t just help employees develop professionally; it keeps them engaged and satisfied long-term. It’s an investment in both personal growth and the company’s future.

Why is this important?

• Engaged employees stay longer.
• Continuous learning keeps skills sharp and relevant.
• Empowering people to take control of their development drives loyalty and innovation.

How MaibornWolff Assesses for Cultural Fit

It should be clear by now that culture is everything in a decentralized company.

Without daily oversight from leadership, you need to hire people who already align with your values.

MaibornWolff does this by assessing cultural fit right from the start.

During the initial phone interview, recruiters are trained to look for alignment with the company’s guiding principles. It’s a casual, get-to-know-you session designed to understand whether the candidate shares the company’s values.

Then comes the second interview.

Here, candidates are given a real-world case study and asked to collaborate with senior consultants. This tests how they handle real-world situations and whether they can work as part of a team.

"We can instantly see within 15 minutes how someone behaves in a realistic situation."

What If an Employee Doesn’t Align with Company Values?

Even with a rigorous hiring process, some employees may not fully align with the company’s culture…

So what happens then?

At MaibornWolff, they give people time—sometimes up to two years—to adapt to the culture. If it still doesn’t work, they part ways.

But they do it gracefully.

"We help them find a place that’s a better fit, and sometimes, they come back to us as customers”.

They even help employees find other companies where they might be a better fit. This approach ensures relationships end on good terms, and sometimes, those employees even return as clients or partners.

Final Thoughts

Decentralization gives consultancy firms the freedom to grow, innovate, and scale efficiently. But it’s not just about breaking departments apart. It’s about empowering teams, creating a culture of collaboration, and aligning everyone around guiding principles.

MaibornWolff’s structure is a powerful example of how decentralization can work in practice.

By giving departments autonomy, fostering a culture of networking, and keeping guiding principles alive, they’ve built a resilient, scalable business.

Want to replicate their success? Here’s your roadmap…

10-Step Checklist: How to Decentralize Your Company Structure

• 1. Establish ‘guiding principles’ that enable all employees to make decisions that align with the company’s values.
• 2. Develop a hiring protocol that assesses cultural fit early
• 3. Nurture new talent and exemplify your guiding principles regularly
• 4. Invest in your talent with a flexible training budget
• 5. Make General Managers responsible for departmental alignment and setting the company’s ‘north star’ goals
• 6. Hold regular leadership summits to keep departments aligned
• 7. Create independent, P&L-driven departments around specialist topics
• 8. Give department leaders full autonomy over their financial performance and growth strategy
• 9. Enable departments to start collaborating on client projects
• 10. Part gracefully with departing employees and assist them in their job search

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