L'holacracy chez Zappos : ni chef ni hiérarchie. Vraiment ? C’était la grande annonce de la fin 2013 en terme d’innovation managériale. Zappos annonçait l’adoption d’un modèle de management appelé Holacracy. Il s’agit d’une transformation de l’entreprise visant à la rendre plus réactive, adaptable, efficace, en se concentrant sur les missions à réaliser plus que sur les rôles et postes. L’entreprise sera composée de « cercles » en fonction des différentes activités, chaque individu étant en fonction de ses compétences et ses besoins membres de plusieurs cercles. Responsabilisation et recentrage sur le travail à faire Cette redistribution des pouvoirs vers la périphérie a pour but de recentrer, je l’ai dit, les gens sur le travail à réaliser, ramener le pouvoir de décision au plus proche du terrain et rendre chacun plus responsable dans une logique d’intrapreneuriat. Source : Alors Zappos un modèle d’entreprise sans management ni hiérarchie ? Les résultats, parlons en. Tout d’abord au sujet des jeux de pouvoirs. Google+
Build a Positive Team and Family Spirit Zappos Family Core Value #7: Build a Positive Team and Family Spirit At Zappos, we place a lot of emphasis on our culture because we are both a team and a family. We want to create an environment that is friendly, warm, and exciting. We encourage diversity in ideas, opinions, and points of view. The best leaders are those who lead by example and are both team followers as well as team leaders. The best team members take initiative when they notice issues so that the team and the company can succeed. The best team members have a positive influence on one another and everyone they encounter. We believe that the best teams are those that not only work with each other but also interact with each other outside the office environment. We are more than just a team though -- we are a family. Go to About Zappos.com's Homepage Go to Shop Zappos.com
Constitution in Plain English Article I: Energizing Roles A role is Holacracy’s core building block for organizational structure. This article covers the basic authorities and duties conveyed to a partner filling a role. Article II: Circle Structure A circle contains and integrates many roles. Article III: Governance Process A circle’s governance process is used to define its roles and policies. Article IV: Operational Process The circle members of a circle rely on each other to help get their operational work done. Article V: Adoption Matters This article deals with the transition from pre-Holacracy to operating under this Constitution, and provides rules when adopting Holacracy within a board structure with a group of representatives in lieu of a single Lead Link.
Zappos to Ditch Job Titles, Bosses for Self-Managed Teams Online shoe merchant Zappos is going flat in an attempt to avoid bureaucracy. Or at least flat-ter. It’s joining companies such as weatherproof fabric maker Gore-Tex and games vendor Valve in nixing traditional corporate hierarchy in favor of self-managed teams. With nearly 4,000 employees, Zappos will be the largest company to adopt holacracy. “One of the core principles is people taking personal accountability for their work,” John Bunch told Quartz. At its best, he says, the system is “politics-free, quickly evolving to define and operate the purpose of the organization, responding to market and real-world conditions in real time. At self-managed companies, employees have to be very clear on what they need to do and why, and embrace the values of the company, experts say. Companies such as Spotify, Electronic Arts, GitHub and Gore-Tex have used teams that came together and decided among themselves who would take the lead.
The Limits of Scale Idea in Brief The problem We all know that winning in markets with network effects is about moving first and getting big fast, right? Wrong. All too often, a strategy of rapid scaling can be dead wrong. Why it happens Companies trip up when they try to attract large volumes of customers without understanding (1) the strength of mutual attraction among various customer groups and (2) the extent of asymmetric attraction among them. Solutions New entrants should focus on customer groups not currently being served by incumbents, either by targeting customers they are uniquely positioned to serve or by appealing to the most attractive customers in a set. Incumbents pursuing growth in adjacent markets or new geographies should consider the levels of mutual and asymmetric attraction between new and existing customers. The value of many products and services rises or falls with the number of customers using them. Two Dimensions of Difference Things turned out rather differently. Mutual attraction.
Shell Eco-marathon diary, day three: ‘talent wins games, teamwork wins championships’ Three Emirati teams have travelled to the Philippines to compete against 126 other groups to find out who can build the most fuel-efficient car. One of the most amazing stories that I heard from the Shell Eco Marathon comes from a team from Saudi Arabia. In fact, Team Alfaisal demonstrated one of the most important elements to being innovative. They demonstrated teamwork. The team from Alfaisal University faced enormous challenges from the start. They could have immediately given up as other competing teams were well on their way to victory, but they didn’t. But the most amazing part was that the team began helping its neighbours with parts and materials. “It’s not all about the competition, but about the shared knowledge as well,” said Abdulmoshin Albabtain, Team Alfaisal’s driver and team leader. Team Alfaisal was awarded the off-track award, Perseverance and Spirit of the Event, embodying the ideals that competition represented. firstname.lastname@example.org
Macro to Micro: Introducing Eco-Social Matrix Permaculture is essentially about designing sustainable environments with the focus being on how we provide our needs in a way that works with nature’s processes and ecology. Based on the words Permanent (as in sustainable) and Culture (including agri-culture), Permaculture addresses all aspects of human culture, not only food production but how we build, how we organise ourselves and how we utilise all our resources including the human resource. Djanbung Gardens – a living learning permaculture centre The Permaculture concept was originally created by two Australins, Bill Mollison and David Holmgren in the 1970s. Since then permaculture has spread all over the word training many thousands in sustainable design, landuse, community development and sustainable living. The following explanation is from The PDC Handbook by Robyn Francis Permaculture encourages the restoration of balance to our environment through the practical application of ecological principles. Robyn Francis 1993
Zappo's View on Partnerships Tony Hsieh is the CEO of Zappos.com, Inc. During the past 10 years, the company has grown from almost no sales to more than $1 billion in annual gross merchandise sales, driven primarily by repeat customers and word of mouth. Below is an excerpt from Tony’s forthcoming book that describes how Zappos approaches vendor relationships. This excerpt was written by Fred Mossler, who was originally hired over 10 years ago to head up the Zappos merchandising team. The typical industry approach is to treat vendors like the enemy. Don’t show them any respect, don’t return their phone calls, make them wait for scheduled appointments, and make them buy the meals. It’s a wonder people don’t realize that business doesn’t have to be done this way. Ultimately, each party is out for the same thing: to take care of the customers, grow the business, and be profitable. We wanted Zappos to be different. The same mentality applies to communication with our vendors. Why do we do this?