AgileIBC Framework
Social Technology for Insolvency Professionals is a system of dynamic governance, which seeks to create psychologically safe environments and productive organizations. It is distinguished by the use of consent, rather than autocratic or majority voting, in discussion and decision-making by people who have a shared objective and work process.
Agile Organizations

AgileIBC organizations are able to adapt and react quickly to changing circumstances. They embrace a complex and unpredictable environment by being customer-centric rather than profit-centric, adopting fast learning and decision cycles, and building a network of empowered teams and individuals enabled by technology and driven by a shared purpose.

Agile Teams

AgileIBC helps creates a sustainable environment where resolution-teams are able to maintain a consistent pace over the long term.

Agile Professionals

AgileIBC enables leaders to create resilient organizations and sustainable processes. AgileIBC equips leaders with the tools needed to successfully grow their business, embrace agile frameworks, and foster a great organizational culture.

AgileIBC Small groups are the basis of everything and are called circles.
  • These circles have a defined aim (= a description of what the circle is doing) and full authority in a domain (= what the circle has authority over).
  • Circles will define roles, both to run itself smoothly and to “package” operations into meaningful bits. Any professional will fill one or more roles.
  • Linking roles connect circles to other related circles. In double-linking, two professionals from one circle – the delegate and the leader – are also full members of the parent circle so information can flow between the teams and their decisions align.
  • Roles with similar tasks are grouped into circles that will sometimes correspond to traditional teams (claim-management, forensic-audit, etc.) or geographical locations.
  • Power is no longer concentrated, held by one or a few professionals in the management of the entity. It is distributed and equally shared by all professionals across the whole entity.
AgileIBC deconstructs the notion of hierarchy and the pyramid scheme of the traditional organization. In an AgileIBC, the decision-making process is completely redesigned and shortened. It erases the principle of subordination that is central to traditional management. AgileIBC ensures that those responsible for completing the work have the authority to decide how that work should be carried out.
AgileIBC allows for a clear organizational structure and provides a concrete set of rules for everyone. There is no permission-seeking environment. All professionals get to know their own authority and engage as leaders of their work. The conventional way of managing leads to constant bottlenecks. The professionals at the top rungs of the hierarchy dole out permission for actions big and small. This simple structure slows down the work, stifles creativity, and destroys engagement.
AgileIBC replaces the management hierarchy that sets clear expectations and creates transparent authority at every level in the organization. This reduces inefficiencies and undercuts hidden power dynamics throughout organizations.
In AgileIBC, the entity's activities are divided into work units, each of which corresponds to a role. Each professional is assigned several different roles, depending on their skills, expertise, and workload.
The underlying fundamental principle is to enable each professional to express his or her full potential and talents within the scope of their area of expertise (i.e. roles).