Our story

Galaxies was founded in June 2019. Our purpose is to positively change the future of work and organizations by adjusting current management systems and organization structures to meet the needs of the business world of today and tomorrow. Based on 25 years of experience, knowledge of a variety of management systems, and expertise in leveraging ‘System Thinking’ as a tool, we have developed a unique method and set of products that can help companies adjust management. With a more agile and efficient management, your company will be better fit for complexity, uncertainty and exponential changes in business and technology innovation. On top of helping organizations to adjust their management and structure, we also support organization with innovation and leveraging technologies as a competitive advantage.

We do not just talk the talk; we also walk the walk. Galaxies is operating based on principles of self-managed and self-organized management theory. Under a GNU license, we provide our management system for free so everyone can explore and use it.

Who we are

We are a team of autodidacts, having taught ourselves to solve problems through a willingness to learn and grow. We learn fast and respond even faster!

Like all other successful teams, we are a team with hybrid expertise, background, and experience in various industries.

What brings us together is passion, dedication, and a common purpose. We seek to help people by developing a better future for the workplace and organization through adjusting management systems and the organization’s model.

Our founder

Natty Gur is the founder of Galaxies. He is a thought leader and practitioner of better ways to organize and motivate people while managing organizations. Natty is a keen believer of self-managed teams based on non-deterministic management principles. He is a supporters of decentralized, distributed and autonomous organizations. Natty has 17 years of experience running different sizes of organizations and groups. He serves as executive leader of technological organizations and provides value by focusing on business and harnessing emerging technologies to contribute to business and humanity. Natty is experienced in developing and executing Enterprise Architecture programs in a variety of industries. He is an amateur photographer with a passion for nature and landscaping and a devoted practitioner of a daily meditation to be calmer, yet more productive.

Our story:

Main milestones

The journey

For over 20 years, we saw what others are starting to recently see:  the management system, made up of (management theories and organization structure,) that used to serve companies very well has become an obstacle for their success.

“An important part of designing for adaptability is a shift away from hierarchical organizational structures toward models where work is accomplished in teams. Indeed, only 14 percent of executives believe that the traditional organizational model—with hierarchical job levels based on expertise in a specific area—makes their organization highly effective. Instead, leading companies are pushing toward a more flexible, team-centric model.”– Deloitte

“Today’s organizational structure has aged out. Built on a foundation of stability, accountability, and control, traditional organizational design protects its silos and political affiliations at the cost of speed and innovation.”–Forester

“we are witnessing the emergence of an organizational structure that is more ‘flat’ and transparent, where information is flowing faster and more freely between employees, departments, and external parties … companies that fail to develop an organizational structure and culture that use social networking to foster innovation, knowledge sharing, and participation are likely to be left behind.”– IDC

“Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. – McKinsey & Company

“A smart and effective organization is lighter and flatter in structure, allowing for flexibility and agility. It specifies fewer and bulkier management roles with broad spans of control and motivates the employees in those roles to use their own initiative and to exercise their creativity in finding solutions.” – BCG

It’s not a disruption or controversy anymore; It’s a need of any organization to adjust their management system to the needs of the fourth industrial revolution. We started to pave the way 7 years ago by implementing a non-hierarchal management system. 16 months ago, we published a book that suggests a new management system. Based on our failures and successes, we learned how to adjust current management systems to future needs. We will be happy to share it with you.