Make sure to check out the previous blogs in this series: our introductory blog, and the case study on WEBIT Services. 

Having an aligned culture and set of values across your company’s team is crucial. However, it can be challenging when a portion of your team is always on the move. You can’t just slap a poster on an office wall when your employees are scattered across the greater Munich area – sometimes even hanging off of high-rises in gondolas!

For the team at Wasserle Gebäudereinigung GmbH, having several Business Operating Systems (BOS) in place is crucial to keeping their diverse team of over 400 aligned on goals, and connected culturally. Wasserle is a family-founded business in Kaufering, Germany that specializes in the commercial cleaning of offices, stairwells, facades, and covered garages. Their motto is “cleanliness with passion,” and their mission is to enhance the public image of the commercial cleaning industry in Germany. The company was founded in 2004 by Markus Wasserle and, a few months in, he hired his first employees. But as the years went by and Wasserle grew, Markus knew he would need to clean up the company’s operations as well as clients’ windows. 

Markus and his team have tried out several different systems to figure out what suits their company best. And one of the biggest challenges in rolling out these systems has always been communication. The disconnect between Markus’ enthusiasm upon learning about a new concept, and the team’s skepticism, often slowed things down. 

Today, Wasserle utilizes the Great Game of Business (GGOB) and Open Book Management (OBM) to keep operations running smoothly, and company values at the forefront of short and long term goals. It has also helped to create a culture of leadership throughout the business.

One of the most noticeable changes that Wasserle has seen in implementing these systems is the boost in confidence and participation across the employee population. By creating a more transparent and collaborative framework for their company, employees feel welcome to share their input. They also are empowered to show off skills that might not have fit squarely into their role. Markus says that they now harness the “wisdom of the crowd,” and that this mindset shift allows employees to adjust more effectively to customer needs and organizational challenges. 

The leadership team also learned to lean into transparent communication and found a solution to keep the widespread employees all on the same page (literally!). Internal communication tools are now central to the company’s culture, and the crown jewel is Wasserle’s World, an in-house magazine that has been published monthly for over 15 years. Within its pages are important updates about the company, as well as employee recognition pieces. 

Markus’s key takeaway: implementing a BOS is not a solo act. It takes both external and internal support, and is all the more effective when the entire team is bought into the system’s success. 

Interview with Markus Wasserle

What was your motivator for choosing to implement a BOS? What was your culture like before that decision? 

In the past, we lacked a reliable framework that allowed us to stay focused on both day-to-day operations and long term goals. Our culture has always had a family-like atmosphere that defines us. But I feared that the culture could disappear if we didn’t have a structure to support it. 

My main motivation for bringing in new operating systems was to ensure we had a clear, structured path for ongoing development. 

My hope for the system was to strike the right balance: to sustain our economic success, ensure high customer satisfaction, and, at the same time, preserve our culture. That sense of togetherness remains a core element of who we are today.

I also wanted to involve our employees more closely in the decision-making process, build transparency, and define responsibilities more clearly. 

Who have been some key stakeholders in your decision-making process and maintenance of your systems?

The key stakeholders in this decision were my leadership team, my wife – who played a central role in communicating the change within the company – and our consultant, Kerstin Friedrich. Together, we built a strong foundation for introducing Open Book Management.

In addition, we formed a peer group of five companies from different industries, all committed to implementing the same method. We met several times a year to share progress, exchange learnings, and celebrate milestones together. These regular meetings provided valuable insights and accountability throughout the transformation process.

As CEO, I led the initiative and helped align all stakeholders around a shared vision, while also ensuring the method was adapted to fit our company’s specific needs.

What challenges or tradeoffs did you encounter as a result of using this system?

One of the biggest challenges is consistency — especially while managing the demands of day-to-day operations. It takes long-term commitment and focus to keep the principles alive; not just in the beginning, but year after year. 

Another challenge during the implementation process was dealing with resistance when bringing new ideas back from training events or conferences. Oftentimes I was the only one from our company who attended, and so buy-in was difficult. Even if the concepts were clearly valuable, getting others on board wasn’t always easy.

What helped us was shifting our approach: instead of going alone, we started attending events and training sessions as a team. That way, we could build shared excitement, find allies for new ideas, and create momentum for change together.

What key resources, practices, or mindset shifts were most important to the adoption of this change?

Two key factors were essential to the successful adoption of this change: perseverance and team spirit. Implementing such a cultural shift takes time, consistency, and a shared belief in the long-term value of the system.

One particularly impactful practice we've introduced is our annual team trip to the United States. During these visits, we learn from companies that also focus on building strong internal cultures and prioritize the continuous development of their employees. These experiences not only provide valuable insights but also strengthen our bond as a team and accelerate our own growth journey.

How does this system help you preserve your culture?

Our company culture is shaped by incredible diversity: we have employees from over 30 nations and who speak many languages. What makes our culture special is our shared commitment to building a strong, supportive community where everyone feels safe, valued, and included.

The system helps us preserve this culture by creating structure, transparency, and shared responsibility. It provides a common ground that unites us across all differences and helps every individual feel like an essential part of the team. Creating that sense of trust and belonging is at the heart of who we are.

One tradition we have is celebrating each employee’s birthday. Since birthdays are recognized across all religions, this gesture connects us in a respectful and joyful way. Each team member can choose from three different gift options, and we deliver the gift either to their home or directly to their workplace. The moment is captured with a photo and featured in our internal company magazine – making sure that every person is seen, recognized, and part of the greater whole.

Our operating systems have also strengthened the education and communication components of our culture. This then allows us to embed our purpose and culture into daily operations in a practical, hands-on way.

New team members feel this from day one. They quickly sense the culture and are able to integrate into productive, value-driven work much faster. It creates a strong sense of belonging and purpose across the entire organization.

Have you noticed any mindset shifts because of your operating systems?

The introduction of GGOB and OBM enabled our existing leaders to fundamentally change their perspective on the company and grow personally. Some embraced this transformation, while others chose to leave the organization. Those who adopted this new mindset have become strong, capable leaders who now help carry our company with its 430 employees. When new team members join the organization today, these leaders independently train them in the entrepreneurial mindset. As a result, a strong leadership culture has evolved into one that empowers people to take ownership, develop themselves continuously, and contribute to the company’s success.

How have you measured the success of the implementation?

We measure the success of our operating systems in several tangible ways. One key indicator is our low rate of employee sick leave. In Germany, sick days are fully paid by the employer, so a low absentee rate is not only a sign of employee well-being but also an economically relevant factor.

We also see success in the long tenure of our employees. People stay with us for many years, which preserves valuable knowledge within the company and strengthens continuity. Overall, our people-focused leadership has made us economically successful, proving that a culture of trust, care, and transparency is not only the right thing to do, but also good business.

Some operating systems come with very specific, rigid parameters. Have you tweaked your initial setup at all to better suit your team and your organization?

Yes, we have made adjustments –  and I believe that’s not only necessary, but essential for any company. An operating system can provide a solid framework, and that structure is important for creating consistency and measurable outcomes.

However, for smaller and mid-sized businesses, it's just as important to allow space for individuality and cultural fit. We’ve tailored our system to reflect who we are as a company, while still maintaining enough structure to stay aligned and accountable. That balance between discipline and flexibility is key to making the system work in the real world.

Are there any tools that you use that compliment your operating system? 

Yes, we use a variety of tools that support and enhance our operating system on a daily basis. For example:

Google Forms helps us conduct customer surveys and gather direct feedback in a simple, structured way.

Mini games are a fun and engaging way for our teams to work toward shared goals and celebrate milestones together. They help strengthen our culture and foster team spirit.

Microsoft Dynamics serves as our ERP system, and we use Power BI to extract and analyze data. This gives us valuable insights and helps us steer our processes more effectively.

These tools help us stay agile, data-informed, and people-centered – three elements that are essential to how we operate as a company.

What are a few tips or best practices that you would recommend to other companies setting up a new BOS?

Empower your team to act independently: If you want to build a resilient, fast-moving, and proactive organization, you need to trust your people and give them the authority to solve challenges on their own. Empowerment fosters accountability and engagement at every level.

Include your team in the process: If I could start over, I would make a much stronger effort to involve as many employees as possible from the very beginning of the implementation process. Their input, perspective, and engagement are incredibly valuable, and early involvement would have helped build even more ownership and alignment across the organization.

Provide a clear framework: Freedom works best within clear boundaries. In our company, for example, every employee is authorized to make purchases up to €500 without prior approval. This speeds up decision-making while ensuring responsibility stays within defined limits.

Simplify processes to encourage ownership: We’ve streamlined our vacation policy: if time off is requested in writing at least six weeks in advance, it’s automatically approved. Simple rules like this reduce bottlenecks, promote trust, and show employees that their judgment is valued.

Create a transparent information system: Only when people are well-informed and able to think independently can they make solid and sustainable decisions. It doesn’t need to be a full magazine right from the start — even a simple email newsletter would make a big difference.

Do you see your operating system as an evergreen structure that will help you build a sustainable future for your company, or a temporary bridge to help you advance to the next level?

I definitely see our operating system as a permanent and evolving part of our company – like the software that runs in the background and keeps everything aligned. It’s not a temporary solution; it’s a long-term foundation that we regularly update and improve to stay aligned with future demands. For us, continuous adaptation is key to building a sustainable and resilient organization.

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