With a guiding philosophy of minimal hierarchy, we establish a decentralized management model.
We set five core principles for the business: Respect for individuality, customer-centricity, productivity, continuous learning and ability to change.
Barona is founded]
Due to our rapid business growth, we need more structure, governance, and common processes. The economic downturn teaches us new ways to grow and stay relevant.]
Barona acquires Saranen Consulting. We start off by trying to merge the two companies but soon realize that it won't work.
After careful deliberation, we reinstate the Saranen brand, give back its autonomy, and sit back as the business starts to thrive again. This teaches us a valuable lesson about corporate identity and culture.]
Throughout this phase, we invest in a diverse range of companies that would best suit the synergic needs of our community. We increasingly begin focusing on technology companies, as most of our business units are in the work-life sector and largely impacted by digitalization.
We also extend our operations to the social and healthcare field. Aiming to be the best growth platform, we encourage collaboration between our independent and synergic companies.]
We restructure our healthcare services and form Luona.
This coincidentally happens just before the immigration crisis in the Middle East.
The crisis falls into Luona’s lap. They are able to take immediate action and make sure that the inflow of people in political plight have decent living situations and get the care they needed.]