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Holacracy – A complete system for self-organization

Holacracy – A complete system for self-organization

How Medium Is Building a New Kind of Company with No Managers | First Round Review Editor's Note: Medium has since changed the way it runs the organization as it's scaled. You can read about how they're approaching management now here. After Ev Williams first started working on Twitter, he reached out to Jason Stirman in Texas. The next time Stirman had the chance to follow Williams, he didn’t hesitate. But Medium isn’t just taking a revolutionary approach to digital publishing — it’s changing the way companies operate too. Traditional management just didn't agree with me. For two years, Stirman managed a team at Twitter and never felt quite right about it. “Management perspective looks at reports as resources — like how can you get the maximum value out of this person,” Stirman says. Frustrated with poor results, he decided to go off script. Whenever problems popped up, I’d totally ignore them and pay attention to the people who had them. He started taking his reports out to lunch, to drinks, to coffee to see what was up. Holacracy from Scratch No people managers.

IGI Partners - L'Excellence en Holacracy iGi Partners importe l’Holacracy des Etats-Unis pour une diffusion en France et en Europe (français et anglais). Elle est une des 3 sociétés au monde à pouvoir délivrer des services en Holacracy. Elle met les talents et les compétences de son équipe au service des organisations afin qu’elles bénéficient de cette nouvelle gouvernance, adaptée au XXIème siècle. La raison d’être d’iGi Partners est « L’Excellence en Holacracy » : pour offrir des formations, accompagnements et coaching à la pointe de cette technologie managériale, IGI Partners se perfectionne continuellement, notamment par la pratique de l’Holacracy au sein de sa structure. A cette question, iGi Partners apporte une réponse novatrice : l’architecture des entreprises doit évoluer par la mise en place d’un mode de gouvernance contemporain permettant de développer les aptitudes nécessaires aux enjeux actuels: agilité, résilience, transparence, intelligence collective et leadership distribué.

Holacracy - Flattening the Organization Structure and Busting Bureaucracy Zappos has been using Holacracy for quite some time now, but our experiences with it have been largely shrouded in mystery to the outside world. What better way to know about what is happening in Zappos with regards to Holacracy and Self-Organization than for us to share that with you ourselves? We will be providing you with insight into our own successes and struggles and tips we share with employees in the hopes that this information will help others more effectively transition to a self-managed, self-organized company structure. Holacracy at Zappos What is Holacracy? According to, Holacracy is a comprehensive practice for structuring, governing, and running an organization. Why Holacracy? "Research shows that every time the size of a city doubles, innovation or productivity per resident increases by 15 percent. – Tony Hsieh How Does Holacracy Work? Visit to learn how Holacracy works.

Sociocracy 3.0 - Grow effective, resilient and agile organizations. Beyond the Holacracy Hype It was a Thursday afternoon in Las Vegas. Five employees were camped out in a team room at Zappos, the largest company so far to implement holacracy—a form of self-management that confers decision power on fluid teams, or “circles,” and roles rather than individuals. On this particular day, in May 2015, the circle charged with overseeing holacracy’s adoption was questioning the method’s effectiveness. A couple of months earlier, Zappos CEO Tony Hsieh had offered severance packages to all employees for whom self-management was not a good fit—or who wished to leave for any other reason. Although most decided to stay, 18% took the package, with 6% citing holacracy. In exit interviews and surveys, the 6% shared their concerns. Our research and experience tell us that elements of self-organization will become valuable tools for companies of all kinds. What’s the Draw? All organizations must achieve both reliability and adaptability to some degree, but usually one eclipses the other.

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