Here is an example:

EdEra – is a Ukrainian studio of online education and an interactive platform for online learning. EdEra is an example of the so-called turquoise organisation where they have coaching and self-management instead of managers, and goals and values instead of KPIs. They follow agile-approach in their work.

1. Flexibility. The responsibilities are based on your own initiative and your desire to learn something new. That means that everybody has their roles but they could be combined. EdEra has its managers, however they are seen rather bot like the ones standing higher on the hierarchy ladder, but rather like a connecting bridge.

2. Discussions. Projects are discussed either by the whole team or in a narrower circle depending on what the given project needs. There are separate meetings for managers where the team operations and project workload are on the agenda.

3. Individuality. Every new team member writes a small text about themselves and about their style of work, then he/she presents it. This way helps to build communication.

4. Team interviews. When there is an interview with new team members, those who are going to work with them later in the project are invited to participate. It is important for the decision about accepting the candidate to be made not by the boss, but by the team.

5. Self-effectiveness. Every team member reports in a daily mail about the work done; then weekly evaluates his/her work and learning progress and at the end of each month analyses his/her work input. The salary depends on this process.

6. Team building. Filming, discussion of new projects, solving together current problems – all these are the elements of team building approach. EdEra holds regular team meetings, organises lectures, presentations and different events. 

Koktebel Jazz Festival – is an annual jazz music festival which in its operations follows the so call 'hybrid approach'.

1. Preps. When preparing for the next festival the team predominantly follows the agile approach: everybody is involved into the event and work in the area they are competent in. For example, a curator of one of four stages should have skills of a person who good in modern music and should know the specifics of working with music projects (technical and hospitality riders, musicians' timing etc.).

2. Discussions. Project design approval is done with each of the sub-projects initiators, and only afterwards, it is discussed in a team if the project is deemed perspective in terms of its possible implementation.

3. Festival. During the festival it is more the hierarchy system that works with clear-cut divided certain tasks for each of the team members, including all the volunteers, making it the reign of applied project management.

4. Volunteers. Most of the work is done by volunteers. The organisation has 13-years of proven experience of cooperation with volunteers. Koktebel Jazz Festival mixing its new volunteers (up to 60%) with those who already took part in the project before: this helps to draw in the newcomers into the project from the very beginning.