Holacracy, liberating a Business from chains at all levels to go "Up, Up, Up"!
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.
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...
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”...
Interview of Mike Foulds, B&Q Brands Director, who has decided to roll Holacracy out with iGi Partners for his department.
Can Holacracy be applied in a large group?
Nearly 10 months ago, the “DECATHLON Village” department opted for a new management method, Holacracy. In the general context of a teal organization promoted by the Group’s Management, the time was right to serve as a department-wide laboratory in a large group such as DECATHLON.
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”...
For many managers, there is no denying this observation — our organizations operate on the same model as at the beginning of the 20th century, encouraging hierarchical models. And yet the environment...
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...
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?
The hardest thing I can see about switching toHolacracyis unlearning everything we have learned about normal operations in an organization and switching to a different approach that gives rise to...
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...
Why did we turn to Holacracy?
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.
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.
The hardest thing I can see about switching toHolacracyis unlearning everything we have learned about normal operations in an organization and switching to a different approach that gives rise to...
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...
3 issues to Entrepreneur Shift
People very often think that the main difficulty with the shift of system of authority involved in Holacracy stems from managers (those who used to make all the decisions and tell the others what to do), because they find it hard to relinquish their power.
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.
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...
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...
For many managers, there is no denying this observation — our organizations operate on the same model as at the beginning of the 20th century, encouraging hierarchical models. And yet the environment...
“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.
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.
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...
With Holacracy everyone is a manager
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 creator solution) and talkSpirit (social networks for companies).
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.
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...
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...
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.
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).
The hardest thing I can see about switching toHolacracyis unlearning everything we have learned about normal operations in an organization and switching to a different approach that gives rise to...
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...
