-
In Holacracy, we have the freedom to make a difference, to change the way a role works and express you need. You have complete authority on your role to do whatever it takes to get the job done well and no one can tell you otherwise nor has the right to do it in your place because it is your space, your role, you know it best therefore it is now your sole responsibility to energize and improve it.
-
Brian Robertson’s book on a management system with better performances has just come out in French in a translation to which we contributed greatly in order to ensure a consistent message. This book leaves no one indifferent: a clear organizational structure for a distributed decision-making process, bye-bye to the “little dictators” and hello to intrapreneurship
-
There is plenty to read, see and hear on the liberated company concept. But is it the company or rather the employees who need liberating? There is a lot of talk about changing the “traditional” managerial model, but do companies that have undergone a form of liberation have a real model to offer, or just the personal stories of pioneering entrepreneurs who took the risk of turning part of their power over to their employees?
-
Since the “Bonheur au Travail (French)” (Workplace Happiness) report was broadcast by ARTE, the “teal organization” (referring to Frédéric Laloux’s book Reinventing Organizations) phenomenon appears to have become all the rage. Chronoflex, Poult, IMA Tech, FAVI, Harley Davidson, Lippi, Michelin, KIABI, WL Gore, Auchan, etc. are all mentioned as being “teal organizations”, a term that is sometimes mistakenly confused with “Holacracy”, a new managerial technology implemented at Zappos, Scarabée Biocoop, talkSpirit...
-
The history of Philippe Pinault, CEO and founder of talkSpirit: I have been an entrepreneur for fifteen years, and like every entrepreneur I am anxious to develop a framework within which we can all give our best individually as well as achieve the best possible performance as a group. Like every leader I must have spent hundreds of hours thinking about our organization and how to optimize it, how to break down the work into different functions and then turn these into job descriptions, procedures, rules,… more or less successfully so.
-
I read more and more articles written by people who see hierarchy everywhere and reject the idea that we can live without it. I want to clarify this idea a little bit by calling a cat, a cat!
The belief that “we need a boss otherwise it won’t work” has a thick skin. It makes us suffer and prevents independence through construction.
-
Interview of Mike Foulds, B&Q Brands Director, who has decided to roll Holacracy out with iGi Partners for his department.
-
In most companies, the same issues keep coming back. Whether they are collaborators or managers, human beings put up with the effects of a (cruel) lack of evolution in the functioning of so-called modern organizations. Collaborators suffer as much as bosses from this fossilized situation. But a new system coming directly from the United States offers modification of the system through a change of position in the exercise of power. This system is Holacracy.
-
The hardest thing I can see about switching to Holacracy is unlearning everything we have learned about normal operations in an organization and switching to a different approach that gives rise to many legitimate questions.
-
I have a lot of compassion for the managers and the board of directors; I have been in their position for many years. It’s not easy to be a manager; one must be a hero. He is supposed to know everything, be a visionary and skilled at creating a team. At his level expectations are high regarding his abilities. Under such pressure it is very common for managers to make mistakes or interfere to prove their competence in order to meet expectations.
Pages
In Holacracy, we have the freedom to make a difference, to change the way a role works and express you need. You have complete authority on your role to do whatever it takes to get the job done well and no one can tell you otherwise nor has the right to do it in your place because it is your space, your role, you know it best therefore it is now your sole responsibility to energize and improve it.
Brian Robertson’s book on a management system with better performances has just come out in French in a translation to which we contributed greatly in order to ensure a consistent message. This book leaves no one indifferent: a clear organizational structure for a distributed decision-making process, bye-bye to the “little dictators” and hello to intrapreneurship
There is plenty to read, see and hear on the liberated company concept. But is it the company or rather the employees who need liberating? There is a lot of talk about changing the “traditional” managerial model, but do companies that have undergone a form of liberation have a real model to offer, or just the personal stories of pioneering entrepreneurs who took the risk of turning part of their power over to their employees?
Since the “Bonheur au Travail (French)” (Workplace Happiness) report was broadcast by ARTE, the “teal organization” (referring to Frédéric Laloux’s book Reinventing Organizations) phenomenon appears to have become all the rage. Chronoflex, Poult, IMA Tech, FAVI, Harley Davidson, Lippi, Michelin, KIABI, WL Gore, Auchan, etc. are all mentioned as being “teal organizations”, a term that is sometimes mistakenly confused with “Holacracy”, a new managerial technology implemented at Zappos, Scarabée Biocoop, talkSpirit...
The history of Philippe Pinault, CEO and founder of talkSpirit: I have been an entrepreneur for fifteen years, and like every entrepreneur I am anxious to develop a framework within which we can all give our best individually as well as achieve the best possible performance as a group. Like every leader I must have spent hundreds of hours thinking about our organization and how to optimize it, how to break down the work into different functions and then turn these into job descriptions, procedures, rules,… more or less successfully so.
I read more and more articles written by people who see hierarchy everywhere and reject the idea that we can live without it. I want to clarify this idea a little bit by calling a cat, a cat! The belief that “we need a boss otherwise it won’t work” has a thick skin. It makes us suffer and prevents independence through construction.
Interview of Mike Foulds, B&Q Brands Director, who has decided to roll Holacracy out with iGi Partners for his department.
In most companies, the same issues keep coming back. Whether they are collaborators or managers, human beings put up with the effects of a (cruel) lack of evolution in the functioning of so-called modern organizations. Collaborators suffer as much as bosses from this fossilized situation. But a new system coming directly from the United States offers modification of the system through a change of position in the exercise of power. This system is Holacracy.
The hardest thing I can see about switching to Holacracy is unlearning everything we have learned about normal operations in an organization and switching to a different approach that gives rise to many legitimate questions.
I have a lot of compassion for the managers and the board of directors; I have been in their position for many years. It’s not easy to be a manager; one must be a hero. He is supposed to know everything, be a visionary and skilled at creating a team. At his level expectations are high regarding his abilities. Under such pressure it is very common for managers to make mistakes or interfere to prove their competence in order to meet expectations.
