Manager
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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.
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From Bulk and Co
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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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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.
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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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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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Holacracy : A Change of Position in the Exercise of Power

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.
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Written by:
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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  • 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.
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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.
To read on the same topic
  • 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...

I have a lot of compassion for managers

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.
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Written by:
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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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).
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Written by:
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.
To read on the same topic