System & People thought together
The me&me Model describes the four core impact areas in organisations. It shows how people and systems interact and where targeted change begins.
We have been developing it iteratively from practice since 2015.
Four impact areas shape organisational culture
Organisations are social systems. What shapes them does not arise from structures or individuals alone, but from the interplay of both.
Structures provide the framework within which value creation can happen. They describe who is formally responsible for which areas, how processes are organised, and how leadership is structured.
The individual describes how a person relates to themselves: how they handle stress and tension, how they practise self-leadership, and whether they genuinely take ownership.
Practices describe how structures are actually lived day to day. This is where it becomes visible whether responsibility is genuinely taken as ownership and how decisions are really made.
Collaboration describes how people interact within an organisation. Conflicts are part of it. What matters is how they are handled.
Organisational culture as a shared outcome
A social system is more than the sum of its impact areas. Within it, beliefs, convictions, and norms take shape that influence the behaviour of the entire organisation. This is what we call organisational culture.
Since every organisation has its own history, it behaves differently from others even in similar situations. These differences can be made visible with the 9 Levels Value System, so that the phenomena become discussable and can be addressed in a targeted way.
How we work with the model: The me&me Model is not a theoretical construct, but a practical orientation tool. We use it to understand together where change begins in your organisation and what is needed first.
Who bears responsibility?
AI is already a reality in many organisations — often without the question of responsibility having been clarified. The more AI takes over, the more important that question becomes.
AI provides information and suggestions. The person decides, the person bears responsibility. Organisationally, little changes.
Responsibility: PersonAI communicates, suggests, and prepares decisions. The person remains responsible, but their role shifts: less deciding independently, more reviewing and approving.
Responsibility: shiftingAI acts autonomously within a defined framework. Responsibility no longer rests with a single person — it must be regulated at the organisational level.
Responsibility: organisationalThe decisive question is not: What can AI do?
But: How do you organise responsibility when AI acts?
Articles from our blog
If you are interested in the topic of AI and responsibility in organisations, we recommend these articles that connect directly to the themes on this page.
What are you training in your organisation right now? AI arrived suddenly. In most organisations, no conscious decision was made about it.
Read more
Those who do not act now will be overtaken. An article for SMEs that take responsibility seriously.
Read more
Taking responsibility in dealing with AI is no longer optional — it is the central task of leadership.
Read more
Hardly any word is used as frequently in organisations and understood as little as responsibility. Everyone demands it, almost no one defines it.
Read moreApply the model in your organisation
You want to understand where you stand today and what is needed next? We take a look together.
No commitment. Free of charge. 30 minutes.