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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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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.

Photo of Robert

I agree that culture is of paramount importance but what structures can be put in place to support holacracy when operating at scale?

Photo of Flooris

I believe at first a training on the concept is important, so that all are aware of the rules and regulations that governs the concept. The top management has to be onboard and then further coaching is needed to help out where problems arise. I believe that holacracy can function within the present organizational structures if the leaders open their minds and empower others to take the lead where needed.