Many economic experts agree that the Hungarian economic model requires a fundamental overhaul, as an entirely distorted structure and operation has emerged. There are those who thrive even under these circumstances, but this is a testament to human adaptability rather than the viability of the system itself. They have my utmost respect!

While establishing the foundations of a normal economy—predictable frameworks, simplified taxation and administration, and strategic economic development subsidies—we also have the opportunity to introduce an entirely new mindset. This approach seeks to reform the currently faltering capitalist model.

This philosophy has been developed by the Dutch group Corporate Rebels, who are helping to implement it in an increasing number of companies worldwide. Their model offers a solution to the structural and operational issues of capitalism:

  • Profit-sharing: It gives employees a direct stake in driving efficiency.
  • Wage Transparency: It addresses pay tension and inequality.
  • Inclusive Decision-making: It involves the workforce in the direction of the company.
  • Skill-based Roles: It builds on individual talents rather than rigid job descriptions.
  • Radical Transparency: It supports knowledge sharing and builds deep trust.

The results are tangible: in two case studies I recently reviewed, companies achieved profit growth of 65% and 105%, respectively.

Beyond the increase in profitability, I find the impact on mental health most intriguing. Employees have been transformed into motivated partners, working with an ownership mindset. Shifting people’s outlook so fundamentally is, in my view, a monumental achievement. Revolutionary changes they propose include:

  • Dismantling Hierarchy – Small, autonomous teams are significantly faster and more flexible.

    • Self-organisation: Middle managers who exist purely for supervision are no longer necessary.
    • Contribution instead of job titles: People step in where they are needed most and where they excel.
    • Accountability: Freedom does not mean anarchy; it means being responsible to your team.

  • Asynchronous Work (An “anti-meeting” culture)

    • Implementing new documentation methods ensures the company doesn’t burn resources in endless meetings.
    • Everyone can contribute when they are at their most productive (even if that is in the middle of the night).

  • Work-Life Integration (instead of “Work-Life Balance”)

    • Result-based measurement: No one cares if you are at your desk at 10:00 AM on a Tuesday or at your child’s school assembly, as long as your tasks are progressing.
    • Life comes first: If your brain is racing at 11:00 PM, work then; if you need a run at 2:00 PM to avoid burnout, go for it. This represents the highest level of trust.

The result is a transformation from the indifferent “modern slave” into a motivated professional eager to utilise their skills. Suddenly, the entire collective—not just top management—becomes invested in making the company as efficient and profitable as possible.

The cumulative effect is immense, both individually and socially. Mental health issues (lack of motivation, stress, burnout) may not disappear entirely, but they decrease radically, leading to reduced strain and expenditure on the healthcare system. A motivated, valued employee will have time for themselves, their family, and their community, resulting in a happier, more self-reliant society.

I am aware that not every method applies to every company, but we should strive to implement as much as possible, or take these ideas further to create our own bespoke, equally successful models.

It can start small, with one or two companies, and spread organically—as is already happening—but it could even be a state-supported (based on “opportunity, not coercion”) recommended practice: the foundation of a Hungarian economic miracle.