Open Positions

Holacracy & Corporate Rebels

No bosses. Everyone is a leader.

We built a self-managed organization that crushes bureaucracy, drives explosive growth, and restores humanity to work. Not someday. Today.

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We use holacracy

Flat teams. Clear structure. Full autonomy

Holacracy is a new way of working that replaces rigid management structures with flexibility and shared responsibility. Instead of managers making decisions for you, you have full ownership of your role and the authority to act within it.

Working in a Holacratic structure means embracing both freedom and responsibility. It can feel exciting, challenging, and even a little scary at first, but we’re all here to help each other grow and succeed. Every new team member receives thorough Holacracy training, and after a few months, it feels completely natural

Iteration over perfection

Continuous growth

Cross functional teams

Clear rules, full freedom

Remote-friendly, async first

Structured but flexible

Corporate Rebels With a Big Brand Impact

Pyramids are for mummies. We have no corporate ladders, no titles, no micromanagement, no managers. We developed a unique system and culture to be purpose driven, engaging, and fun place to work.

// Building the future of healthcare
const Luscii = {
	purpose: "Creating space for care through remote patient monitoring",
	values: [
		"Be free and spark energy",
		"Grow Luscii to Last",
		"Show courage for integrity"
	],
	structure: .independent_cell_in_corporate,
	os: {name: "Holacracy", version: 5.0}
}

Decentralised decision-making.

No waiting for approval — make your own decisions in your area of expertise.

Open Positions

Meet the People Behind Luscii

Hear from our colleagues about their journeys, the challenges they’ve embraced, the impact they’ve made, and why it matters to them.

Luscii & OMRON

A rebellious startup inside a big corporate

In April 2024, Luscii became part of OMRON Healthcare, a household name in many countries. OMRON strongly believes that Luscii’s way of working and unique culture are to be cherished and protected. At the same time, we now have access to the reach and expertise of a big corporation, allowing us to more rapidly scale across the globe and create impact for our mission.

A company should not look for immediate profits, but should always pursue the development of society.

OMRON founder Kazuma Tateishi
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