Holacracy Buchzusammenfassung - das Wichtigste aus Holacracy

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Zusammenfassung von Holacracy

Name: Holacracy
Rating: 4.3 (40 reviews)
Author: Brian J. Robertson

Brian J. Robertson

The New Management System that Redefines Management

4.3 (40 Bewertungen)

22 Min.

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New Work Teamwork Scrum & Agiles Arbeiten Strategie

Inhaltsübersicht

Holacracy
in 9 Kernaussagen verstehen

Audio & Text in der Blinkist App

Kernaussage 1 von 9

What’s in it for me? Implement Holacracy in your organization and watch productivity skyrocket.

Have you heard of Holacracy? It is the revolutionary new management system perfectly suited to the modern, rapidly changing, dynamic business world. Holacracy is not a top-down, inflexible hierarchy, nor a rudderless flat system, but something in between – mixing agility with clear direction.

We at Blinkist know how powerful Holacracy can be: since implementing it within our organization, productivity has exploded, everyone feels more motivated and nobody complains about going to too many meetings.

These blinks, based on the work of the inventor of Holacracy, show you how you can begin to implement Holacracy in your organization too.

In the blinks, you’ll discover

why you should “check in” to all your meetings;
why you should split your company into circles; and
how any tension within your business can be resolved.

In today’s fast-changing world, traditional management structures are obsolete.

In a world of fast-changing technology and remarkable innovation, it’s clear that the 21st century is in full swing. But many of today’s businesses still rely on organizational structures and strategies developed in the 19th and 20th centuries. If the rotary telephone is so out of date, why are we still hanging on to old-school management hierarchies?

This question is particularly unsettling when you consider that today’s most common organizational structures were built around the ethos of predict and control, which is completely at odds with the ever-changing post-industrial age.

The predict-and-control paradigm involves people at the very top of an organization developing strategies that are implemented throughout the rest of the company in a trickle-down fashion. Workers have no flexibility to change the centralized strategy – only the very top tier of management has the authority to decide what needs doing and how to do it.

This approach worked during the heavily-industrialized days of the early 20th century, when textile factories and coal mines were ubiquitous and the economy was stable. But today, it just doesn’t make sense: the modern world is a dynamic place, with great competition, constantly changing markets and rapid technological development. Businesses have to be highly flexible, which is simply not possible within a top-down authoritarian structure.

In order to be flexible and agile, organizations have to adopt management systems that harness the power of every human sensor – the people who monitor the business environment and know how to deal with or communicate relevant changes within it. Since each employee, at every level of the company, has a unique role and perspective, they’re privy to vital insights that top managers simply don’t see. And in order to run a truly dynamic 21st century company, it’s crucial to have as much information as possible.

Predict-and-control organizations don’t make this possible. Top-down management structures stifle feedback and input from anyone lower down in the hierarchy. Thus, most companies simply don’t have the capacity to evolve and adapt in today’s dynamic business climate.

Luckily, there’s a new management model that harnesses the power of every human sensor, bringing the organization in line with the modern world. It’s called Holacracy, and we’ll be exploring it in the upcoming blinks.

Holacracies distribute authority and assign responsibility throughout an organization.

As we’ve just learned, top-down hierarchical structures aren’t effective in today’s dynamic marketplace. But what’s the alternative?

Imagine a management model that completely reverses the predict-and-control ethos – a wholly democratic approach that gives every employee an equal say in company strategy.

A Holacratic organization is structured around a system of interdependent purposes.

Let’s say you’re ready to implement Holacracy within your organization. Where do you start? Well, first your founders, board or executive team must identify the company’s purpose – its reason for existing. This purpose should shape everything your company does.

For instance, e-learning company Blinkist defined its purpose as such: “to transform all knowledge into something usable.” And as we’ll see later on, Blinkist’s purpose reverberates throughout the entire organization.

Clearly defined roles are the cornerstone of Holacratic organizations.

As we’ve learned, a Holacratic company is structured around circles and roles. Now it’s time to explore each of these units in a bit more detail, beginning with roles.

For starters, consider the notion of job descriptions, the traditional alternative to roles. Although most companies rely on them, job descriptions tend to be vague and unclear, not to mention the fact that people hardly ever read them, thus making them ineffective.

Roles are grouped together in a series of circles; these circles are connected thanks to overlapping links.

Now that we understand how roles function within a Holacratic organization, let’s move on to circles.

Roles are organized within a series of circles, going from smaller to progressively bigger. So, each role (for example, social marketing) is part of a circle (the marketing circle), which may be part of another, broader circle (say, the growth circle). This is then part of the widest possible circle, one that involves the whole company: the anchor circle.

Circles refine their purposes and roles in governance meetings.

Holacratically structured companies swear by their management model, claiming that it keeps their organizations flexible and agile. This is in large part thanks to a very strictly defined meeting form called the governance meeting.

Roughly every month, each circle holds a governance meeting, which is when roles within the circle are tweaked, removed or created.

Governance meetings follow a strictly defined processed to address proposals, tensions and roadblocks.

In the contemporary workplace, meetings tend to drag on needlessly, with simple decisions often taking hours as the discussion moves back and forth. With Holacracy, this doesn’t happen because Holacratic organisations follow the Integrative Decision-Making Process.

To understand how this happens, imagine that the person filling the online marketing role feels overwhelmed by too many content marketing accountabilities; in other words, she has identified a tension.

To maximize operational efficiency, circles hold weekly tactical meetings and create concrete projects for each role.

In the previous blinks, we saw how circles are used to define roles and responsibilities during governance meetings. But there’s one more aspect of Holacratic management we haven’t covered.

In order to maximize operational productivity, circles are also responsible for creating projects divided into next actions.

Holacracy-powered organizations respond to today’s fast-changing business landscape with a dynamic approach to strategy.

Having an effective strategy requires you to look toward the future. But in an ever-changing world with highly dynamic markets, the future is wildly unpredictable.

Conventional organizations do not take this into account. For them, strategy is all about setting rigid goals and defining the right paths to reach those goals. This isn’t a particularly effective approach; after all, rigid goals limit your flexibility and restrict you to one path. And since no one can possibly know the future, your path might be headed in the wrong direction.

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Worum geht es in Holacracy?

Holacracy (2015) describes a revolutionary new management system championed by some of today’s most forward-thinking companies, like Zappos and Medium. These blinks explain how authority and responsibility are defined and distributed within a Holacracy – and why this system leads to a more effective and dynamic organization.

Wer Holacracy lesen sollte

Founders, CEOs, managers and HR professionals
Employees who feel undervalued within a hierarchical organization
Anyone who wishes their company were more flexible, dynamic and responsive

Über den Autor

Brian J. Robertson is the creator of Holacracy. He developed it by experimenting with different organizational methods and practices at his own software start-up. He has also founded the firm HolacracyOne, which advises companies that are making the transition to Holacratic management systems.

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