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Implementing Holacracy

We have implemented the Holacracy concept in our Group Legal Department, thought it hit on barriers in the rest of the organization.

Photo of Flooris Van der Walt
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Cooperating across the business silos, whether countries, segments, functions or between HQ and the operational units is a major challange. Considering "with whom can I achieve better results", are not in the minds of the people.

What are the implications for your organizational structure?

From my perspective the question with holacracy is not what the implications for the organizational structure are, but rather what the implications for the organizational culture are. Although the concept is well structured and explainable, it is still a hugh mental change and should be implemented with the finesse of a major change program.

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__www.hernstein.at_blog_holacracy-in-konzernen-wie-der-anf.pdf

German article - sorry for the internationality ;-() on the process of implementing holacracy in our company.

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Photo of Kathy

Jason Stirman, the Holacracy Officer at Medium, reflected upon the importance of teaching a mindset while implementing Holacracy as well (http://www.bloomberg.com/news/articles/2016-03-15/why-is-it-so-hard-to-change-how-we-manage-ourselves). Do you see any similarities and/or differences between how your legal department and Medium approached the change?

Photo of Robert

I am also interested in the reply to Kathy's question. I think the article highlights the issue of implementation at scale.

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