Governance
English

Holacracy : review of Brian Robertson’s book

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

 
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Margaux is one of the first and youngest certified Holacracy Coach (since mid-2013). She was invited to join iGi as a full partner in february 2011. She began by filling the Communication & Marketing role, and now holds about 30 roles throughout the organization with an increasing range of authority and focus. She is now mainly involved in the implementation of Holacracy by coaching and helping clients catalyze their learning. On top of iGi, Margaux is a professional mediator (certified CAP’M).
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Liberated company or « liberating » company?

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?
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Holacracy an equiped metamodel to reinvent your organization

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...
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Margaux is one of the first and youngest certified Holacracy Coach (since mid-2013). She was invited to join iGi as a full partner in february 2011. She began by filling the Communication & Marketing role, and now holds about 30 roles throughout the organization with an increasing range of authority and focus. She is now mainly involved in the implementation of Holacracy by coaching and helping clients catalyze their learning. On top of iGi, Margaux is a professional mediator (certified CAP’M).
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Managers have talents

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.
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Bernard Marie CHIQUET has been an entrepreneur and manager of large corporations (Executive Director of CAPGEMINI, Senior Partner in Ernst & Young, President of Gedas, a branch of Volkswagen) for over twenty years. He founded iGi Partners in 2007 and since 2010 has promoted Holacracy in Europe. He trained in mediation (CAP’M), executive coaching (HEC), sociocracy and collective intelligence (JF Noubel). He is also a Master Coach in Holacracy (the only one in Europe). His specialties: executive coaching, mediation, conflict resolution, training and coaching in structure & organization, organizational design, tension management, agility and Holacracy.
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“The hardest thing I can see about switching to Holacracy…” Logbook of an ex-manager

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.
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Philippe Pinault is co-founder and CEO of TalkSpirit and holaSpirit, one of the main editor of social networks for organizations carrying out a digital transformation.
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  • TalkSpirit is an IT company born in 2004 with two offices: one in Malakoff (near Paris) and the second one in Montpellier (south of France). This company produces two products: blogSpirit (blog...

  • In November 2014, Scarabée Biocoop, a cooperative of four (4) stores, three (3) restaurants and one (1) delicatessen trade, decided to experiment Holacracy, a new managerial technology, with iGi...

  • 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...

Why Scarabée Biocoop decided to implement Holacracy?

In November 2014, Scarabée Biocoop, a cooperative of four (4) stores, three (3) restaurants and one (1) delicatessen trade, decided to experiment Holacracy, a new managerial technology, with iGi Partners during two days: Taster and Discovery Days. This 31-years-old cooperative is well known in the french west coast for its engagement, its values, its culture and its continious innovation. Scarabée was recently awarded the prize “Sustainable Developement” for “Ille et Vilaine” area.
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Written by:
Margaux is one of the first and youngest certified Holacracy Coach (since mid-2013). She was invited to join iGi as a full partner in february 2011. She began by filling the Communication & Marketing role, and now holds about 30 roles throughout the organization with an increasing range of authority and focus. She is now mainly involved in the implementation of Holacracy by coaching and helping clients catalyze their learning. On top of iGi, Margaux is a professional mediator (certified CAP’M).
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