Holacracy is a management system that replaces traditional hierarchical structures with distributed authority and decision-making through self-organizing teams called circles. Circles operate through different types of regular meetings focused on tactical operations, governance, and strategy. Roles rather than individuals are the main organizing principle, with each role having a purpose, domains of authority, and accountabilities. The system aims to make organizations more adaptive, productive, and empowering for employees.
In traditional business enterprises, supervisors and managers need to get approval for any decision. This causes delay and stagnation. Using holacracy, decisions are made based on collaboration with peers who have insight and knowledge of the problem and the solution. Information can be extracted to make a sound business decision. This engages everyone to take ownership of the problem so that business can succeed without delay. Management sets the boundaries and limitations so that the organization is not placed into jeopardy. This a new way of thinking so that the human talent is engaged and empowered, companies are more profitable, and customers are satisfied with the improve delivery of service or output of product. In the health and safety consulting business, our staff of CIHs and CSPs define the problems and develop the solutions so that business can be more sustainable by lowering their risk and limiting their liability. It also helps meet regulatory obligations and insurance requirements.
3 steps to implement holacracy in your companyKozo Takei
Since 2007, we DIAMOND MEDIA has been Holacracy model organization. We built a Holacratic management and operating system by ourselves. We finally found the way to implement holacracy in your company only in 3 steps.
Special thanks; Sylvain Pierre, Thomas Rodriguez.
Holacracy® can be described as an ‘operating system’ for organizations. An alternative for the traditional hierarchy. It supports purpose-driven organizations with structured and efficient meetings, clarity on roles and how decisions are made and how power is distributed. With Holacracy anyone from anywhere in the organization can rapidly process any tension into positive change. It’s an agile approach to organizational governance and development.
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
This presentation introduce holacracy and discuss its use as an alternative to organize people within a corporate environment.
A holacracy is a governance structure characterized by a distribution of power among self-organizing groups, rather than the top-down authority in the typical hierarchical corporate culture model.
A holacracy provides a flat management structure that distributes authority. The goal of a holacracy is to ensure that those responsible for completing the work have the authority to decide how that work should be carried out.
Holacracy benefits are the promises to harness agility, transparency, accountability, employee engagement and innovation. It also potentiates greater efficiency.
Main critics are that the model do not allow for sufficient lateral communication. Also, it use is still emerging and we do not have sufficient evidence on holacracy advantages to rely on its promises
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
In traditional business enterprises, supervisors and managers need to get approval for any decision. This causes delay and stagnation. Using holacracy, decisions are made based on collaboration with peers who have insight and knowledge of the problem and the solution. Information can be extracted to make a sound business decision. This engages everyone to take ownership of the problem so that business can succeed without delay. Management sets the boundaries and limitations so that the organization is not placed into jeopardy. This a new way of thinking so that the human talent is engaged and empowered, companies are more profitable, and customers are satisfied with the improve delivery of service or output of product. In the health and safety consulting business, our staff of CIHs and CSPs define the problems and develop the solutions so that business can be more sustainable by lowering their risk and limiting their liability. It also helps meet regulatory obligations and insurance requirements.
3 steps to implement holacracy in your companyKozo Takei
Since 2007, we DIAMOND MEDIA has been Holacracy model organization. We built a Holacratic management and operating system by ourselves. We finally found the way to implement holacracy in your company only in 3 steps.
Special thanks; Sylvain Pierre, Thomas Rodriguez.
Holacracy® can be described as an ‘operating system’ for organizations. An alternative for the traditional hierarchy. It supports purpose-driven organizations with structured and efficient meetings, clarity on roles and how decisions are made and how power is distributed. With Holacracy anyone from anywhere in the organization can rapidly process any tension into positive change. It’s an agile approach to organizational governance and development.
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
This presentation introduce holacracy and discuss its use as an alternative to organize people within a corporate environment.
A holacracy is a governance structure characterized by a distribution of power among self-organizing groups, rather than the top-down authority in the typical hierarchical corporate culture model.
A holacracy provides a flat management structure that distributes authority. The goal of a holacracy is to ensure that those responsible for completing the work have the authority to decide how that work should be carried out.
Holacracy benefits are the promises to harness agility, transparency, accountability, employee engagement and innovation. It also potentiates greater efficiency.
Main critics are that the model do not allow for sufficient lateral communication. Also, it use is still emerging and we do not have sufficient evidence on holacracy advantages to rely on its promises
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Team Topologies in action - early results from industry - DOES London Virtual...Matthew Skelton
A talk given at DevOps Enterprise Summit Virtual 2020
---
Since the book Team Topologies was published in 2019, organizations around the world have started to adopt Team Topologies principles and practices like Stream-aligned teams, modern platforms, well-defined team interactions, and team cognitive load as a key driver for fast software delivery and operations.
We will look at examples from these organizations:
* Gjensidige Insurance, a leading Nordic insurance company with 4000 employees and business in the Nordic and Baltic countries, uses the four fundamental team types to clarify team responsibilities and interactions and is moving towards several “thinnest viable platforms” with Stream-aligned teams as internal customers
* PureGym is Britain’s largest gym chain - the first to gain over 1 million members. As PureGym expanded, so did the need for software to enable their members to book and manage gym sessions. Since 2019, PureGym has re-aligned its teams and team interactions based on Team Topologies patterns, helping to scale the engineering teams and improve flow.
* uSwitch / RVU, one of the UK’s leading consumer price comparison websites, has grown a modern platform from scratch, allowing stream-aligned teams to focus on consumers needs, offloading infrastructure provisioning concerns to the platform which also provides cross-cutting services around scalability, security and data management
* Visma is one of the leading software development companies in Europe with nearly 1 million customers in 21 countries. Team Topologies has helped to define and accelerate a transformation begun in 2015 to improve service ownership and speed of changes.
* Wealth Wizards is a UK company making financial advice affordable and accessible to everyone through online tools and apps. The engineering division at Wealth Wizards has used the Team Topologies ideas around team cognitive load to help right-size their teams and align teams to the most important flows of business change.
For each of these examples, we explore how the ideas and patterns in Team Topologies were useful to the organization and the results of the changes.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Organizations are changing quickly. In order to present need for change we have created the content-ready change management implementation checklist PowerPoint presentation. This change control process PPT template comprises of transformation model, forces and barriers to change, rate of success in efforts, principles, transformation strategy, activities contributing, motivating, vision, developing political support, roles in organizational revolution, influence key stakeholders, team and roles, critical skills of change agent, sustaining momentum, bridge transition model, force field analysis, variation curve, adoption curve, ADKAR model. Organizational transformation process should begin with system diagnosis of the current situation in order to determine the need for change. The change control execution plan presentation slides are apt to present subjects such as change control process, managing adjustments, CM process, lean change management, continuous improvement, business control and transformation projects. Download our change management implementation checklist PowerPoint presentation for managing the change. Create firm friends among your contacts with our Change Management Implementation Checklist Powerpoint Presentation Slides. They help develop closer connections. https://bit.ly/3z4GfMQ
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
Employee engagement is a function of quality of leadership. Employees are disengaged because their leaders not able to devote the quality time and addressing their engagement needs. Its really time to think what all a leader does and taking an independent view of doing what is needed for better engagement with their teams. Hope you will like this presentation
Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
This was used in the presentation about Holacracy by Nick Osborne of evolvingorganisation.com at the Spark the Change conference on July 3rd 2014. #SparkConf
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Team Topologies in action - early results from industry - DOES London Virtual...Matthew Skelton
A talk given at DevOps Enterprise Summit Virtual 2020
---
Since the book Team Topologies was published in 2019, organizations around the world have started to adopt Team Topologies principles and practices like Stream-aligned teams, modern platforms, well-defined team interactions, and team cognitive load as a key driver for fast software delivery and operations.
We will look at examples from these organizations:
* Gjensidige Insurance, a leading Nordic insurance company with 4000 employees and business in the Nordic and Baltic countries, uses the four fundamental team types to clarify team responsibilities and interactions and is moving towards several “thinnest viable platforms” with Stream-aligned teams as internal customers
* PureGym is Britain’s largest gym chain - the first to gain over 1 million members. As PureGym expanded, so did the need for software to enable their members to book and manage gym sessions. Since 2019, PureGym has re-aligned its teams and team interactions based on Team Topologies patterns, helping to scale the engineering teams and improve flow.
* uSwitch / RVU, one of the UK’s leading consumer price comparison websites, has grown a modern platform from scratch, allowing stream-aligned teams to focus on consumers needs, offloading infrastructure provisioning concerns to the platform which also provides cross-cutting services around scalability, security and data management
* Visma is one of the leading software development companies in Europe with nearly 1 million customers in 21 countries. Team Topologies has helped to define and accelerate a transformation begun in 2015 to improve service ownership and speed of changes.
* Wealth Wizards is a UK company making financial advice affordable and accessible to everyone through online tools and apps. The engineering division at Wealth Wizards has used the Team Topologies ideas around team cognitive load to help right-size their teams and align teams to the most important flows of business change.
For each of these examples, we explore how the ideas and patterns in Team Topologies were useful to the organization and the results of the changes.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Organizations are changing quickly. In order to present need for change we have created the content-ready change management implementation checklist PowerPoint presentation. This change control process PPT template comprises of transformation model, forces and barriers to change, rate of success in efforts, principles, transformation strategy, activities contributing, motivating, vision, developing political support, roles in organizational revolution, influence key stakeholders, team and roles, critical skills of change agent, sustaining momentum, bridge transition model, force field analysis, variation curve, adoption curve, ADKAR model. Organizational transformation process should begin with system diagnosis of the current situation in order to determine the need for change. The change control execution plan presentation slides are apt to present subjects such as change control process, managing adjustments, CM process, lean change management, continuous improvement, business control and transformation projects. Download our change management implementation checklist PowerPoint presentation for managing the change. Create firm friends among your contacts with our Change Management Implementation Checklist Powerpoint Presentation Slides. They help develop closer connections. https://bit.ly/3z4GfMQ
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
Employee engagement is a function of quality of leadership. Employees are disengaged because their leaders not able to devote the quality time and addressing their engagement needs. Its really time to think what all a leader does and taking an independent view of doing what is needed for better engagement with their teams. Hope you will like this presentation
Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
This was used in the presentation about Holacracy by Nick Osborne of evolvingorganisation.com at the Spark the Change conference on July 3rd 2014. #SparkConf
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
Holacracy - une nouvelle technologie socialeJulien Gogniat
Slides projetées lors de ma conférence à l'Agile Tour Lausanne 2014 - l'Holacracy est une nouvelle méthode de management qui apporte du sens, de l'agilité, de la transparence et de l'action à toute organisation qui la pratique.
Plus d'infos sur : decouvrirlholacracy.wordpress.com
A lire également : Comprendre l'émergence des nouvelles pratiques - article pour HR Today - http://decouvrirlholacracy.wordpress.com/2014/11/27/hr-today-comprendre-lemergence-des-nouvelles-pratiques/
Self-management with Holacracy: Structured flexibility for learning organisat...RubZie
My presentation about how we at Springest practice self-management with Holacracy. Focussing on how this enables a learning organisation, with practical take-aways for HR and L&D professionals.
Holacracy - Das Betriebssystem eines Computers als mentales ModellReinhart Nagel
Holacracy ist in aller Munde. Das Konzept von Brian Robertson beschreibt, wie eine Unternehmensorganisation Prinzipien des Betriebssystems eines Computers nutzen kann. Spezifische Kommunikationsformate und Entscheidungsprinzipien sollen die Wirksamkeit einer Organisation verbessern. So ist zumindest das konzeptionelle Versprechen.
De geschiedenis van organisaties en een vooruitblik naar de toekomst. Waar staan we nu? Wat maakt een organisatie cyaan? Welke doorbraken spelen daarbij een rol?
Сегодня целеустремленные сотрудники требуют от организаций осмысленных и интересных задач, а заказчики — качественных продуктов и услуг. Для коммерческих компаний лозунг «адаптируйся или умри» никогда не был столь актуальным. Самоорганизация широко используется как способ достижения гибкости. Но как применить ее ко всей организации и как убедиться в том, что результат достигнут и организация стала эффективной? Как перейти от делегирования к распределенной ответственности? И от процедур к прозрачной оценке эффективности?
Цель этого доклада — дать представление о том, как Холакратия может помочь построить самоорганизующуюся и целеустремленную компанию.
In diesem Referat zeigten wir Ihnen auf, was Holacracy ist und was es zu beachten gilt, wenn Sie mit dem Modell Holacracy in Ihrem Unternehmen experimentieren wollen.
Holacracy ist ähnlich einem Betriebssystem oder einer Staatsverfassung ein umfassendes Regelwerk, das die zentralen Themen regelt, die wir in einer Organisation gelöst haben wollen. Im organisationalen Alltag gehen wir davon aus, dass wir wissen, wie man etwas organisiert. Dabei greifen wir auf unser Erfahrungswissen zurück.
Holacratie et nouvelles formes de gouvernance: les 4 ingrédients pour transfo...Mathieu Despont
Marre de sortir de longue séances houleuses et peu productive ? Vous vous dites que vous auriez mieux fait de rester à la maison ?
Voici des idées pour ré-organiser votre organisation en améliorant sa gouvernance.
Venez découvrir les 4 ingrédients qui vont transformer votre organisation.
Playing with hierarchies and circles - Experiments of holacracyAlexandra Lederer
Presented at NSW KM Meetup - “Innovative Knowledge" Series | Sydney, Australia | October 2016
“Social Technology”: The new organisational structures of Holacracy and Dual Organisation: what are they and how might they work in practice?
Case study of an experiment in implementing our own form of Circles to engage Genea in building capability and a culture for future success in this new world of learning.
Holacracy - Practical system for achieving agility in all aspects of organizational leadership and governance.
Circle organization: The organization is built as a “holarchy” of semi-autonomous, self-organizing circles. Each circle is given an aim by its higher-level circle and has the authority and responsibility to execute, measure, and control its own processes to move towards that aim.
Double linking: A lower circle is always linked to the circle above it via at least two people who belong to and take part in the decision making of both the higher circle and the lower circle.
Circle meetings: Each circle meets regularly to set policies and delegate accountability and control for specific functional areas and roles.
Decisions by integrative emergence: Policies and decisions are crafted in circle meetings by systematically integrating the core truth or value in each perspective put forth until no one present sees additional perspectives that need to be integrated before proceeding under the then current proposal.
Dynamic steering: Holacracy transcends predict-and-control steering with dynamic steering. All policies and decisions are made based on present understanding and refined as new information emerges.
Integrative elections: People are elected to key roles through an integrative election process after open discussion.
Circle meetings: Each circle meets regularly to set policies and delegate accountability and control for specific functional areas and roles.
Decisions by integrative emergence: Policies and decisions are crafted in circle meetings by systematically integrating the core truth or value in each perspective put forth until no one present sees additional perspectives that need to be integrated before proceeding under the then current proposal.
Dynamic steering: Holacracy transcends predict-and-control steering with dynamic steering. All policies and decisions are made based on present understanding and refined as new information emerges.
Integrative elections: People are elected to key roles through an integrative election process after open discussion.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
Quit the hierarchy; how to become a self transforming organisationJacob Theilgaard
Based on Sociocratic and Holacratic ideas, the presentation shows how you can convert a hierarchical operating system to an operating system based on networking, collaborative and agile principles.
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
Organizational process approaches encompass methodologies, frameworks, and strategies employed by businesses to enhance efficiency, productivity, and effectiveness in their operations. These approaches involve analyzing, designing, implementing, and improving processes across various functions and levels within an organization. In this comprehensive overview, we'll explore the significance of organizational process approaches, different methodologies and frameworks, their applications across industries, and emerging trends shaping their evolution.
1. Introduction to Organizational Process Approaches:
Organizational process approaches focus on understanding, managing, and improving the processes that drive business activities and outcomes. These approaches recognize that organizational success depends on the effectiveness of internal processes, interactions, and workflows. By adopting systematic methods for analyzing and optimizing processes, organizations can achieve operational excellence, enhance customer satisfaction, and maintain competitive advantage in dynamic markets.
2. Significance of Organizational Process Approaches:
Organizational process approaches are essential for several reasons:
Efficiency: Process optimization leads to streamlined workflows, reduced waste, and improved resource utilization, resulting in cost savings and increased efficiency.
Quality: Well-defined processes facilitate consistency, standardization, and adherence to quality standards, leading to higher-quality products and services.
Agility: Agile processes enable organizations to adapt quickly to changing market conditions, customer preferences, and technological advancements, enhancing their responsiveness and competitiveness.
Innovation: Process improvement initiatives foster a culture of innovation by encouraging experimentation, collaboration, and continuous learning within the organization.
3. Methodologies and Frameworks of Organizational Process Approaches:
Several methodologies and frameworks are commonly used to implement organizational process approaches:
Business Process Management (BPM): BPM is a holistic approach to managing and optimizing business processes throughout their lifecycle. It involves activities such as process modeling, analysis, redesign, automation, monitoring, and improvement.
Lean Management: Lean management focuses on eliminating waste, improving flow, and maximizing value delivery to customers. It emphasizes principles such as continuous improvement, respect for people, and customer focus.
Six Sigma: Six Sigma is a data-driven methodology for reducing defects and variations in processes. It employs statistical tools and techniques to measure, analyze, improve, and control processes to achieve near-perfect performance.
Total Quality Management (TQM): TQM is a management philosophy that emphasizes continuous improvement, customer focus, and employee involvement. It aims to achieve quality excellence in all aspects of or
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
Invloed uitoefenen in het digitale tijdperk; en effectief blijven communiceren.
Slides ter ondersteuning van de workshop voor de management vakdag op 29 juni 2015.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Some quotes..
• A management system that ‘suits’ the ever
changing and faster moving world.
• Changing the way power works in an
organisation.
• Becoming a responsive company.
• “Don’t throw out structure, replace it! And
therefore it must me better.”
• Structure: minimal / just in time / dynamic.
• Holacracy is purpose driven.
3. The problem with hierarchical
structures: there’s a lot going on that
kills productivity
12. Tensions tell us where we need to change
and are the input for meetings
13. Tactical Meetings
checklist / metrics / project
• Frequency: Typically weekly
• Purpose: To get each circle member on the same page and to address any
problems hampering progress
• Process:
1. Check-in Round: Each person has an uninterrupted chance to mention
anything on their mind.
2. Checklist Review: Facilitator reads aloud a checklist for each of the roles,
which the person in question responds to either with "check" or "no
check."
3. Metrics Review: Each role responsible for a data report shares a brief on
it.
4. Progress Updates: The facilitator reads aloud each project, asking, "Any
updates?" The project lead either says "no updates" or gives a brief
explanation.
5. Agenda Building: Each person has a chance to raise a tension,
represented only by one or two words.
6. Triage Issues: Facilitator gives each person with a tension a chance to
explain their issue and discuss it with other members. Facilitator
determines what next steps need to be taken to resolve the issue as
quickly as possible.
7. Closing Round: Each person has an uninterrupted chance to share a
closing reflection about the meeting.
14. Governance Meetings
collective and continuous process
for tweaking roles & accountabilities
• Frequency: Typically monthly
• Purpose: To refine a circle's operating structure (i.e. creating, amending, or
removing roles, policies, or sub-circles; electing a facilitator, secretary, and
rep link)
• Process:
1. Check-in Round: "One at a time, each participant has space to call out distractions
and orient to the meeting."
2. Administrative Concerns: "Quickly address any logistical matters, such as time
allotted for the meeting and any planned breaks."
3. Agenda Building: "Participants add agenda items, using just one or two words per
item. Each agenda represents one tension to process. Facilitator captures them in a
list."
4. Process Each Item Using the Integrative Decision-Making Process: "Each agenda
item is addressed, one at a time, using the Integrative Decision-Making Process,"
which is a system that allows the proposer to speak uninterrupted and others to
weigh in, one at a time.
5. Closing Round: "Once the agenda is complete or the meeting is nearing its
scheduled end, the facilitator gives each person space to share a closing reflection
about the meeting."
15. Strategy Meetings
• Frequency: Typically every six months
• Purpose: To review the circle's overall progress and develop long-term goals
• Process:
• There is no mandated structure, but Robertson says the meetings should last around
four or more hours, and can fit into the following skeleton.
1. Check-in Round
2. Orientation
3. Retrospective
4. Strategy Generation
5. Unpack the Strategy
6. Closing Round
16. • A“Role” is an organizational construct with a descriptive name and one or more of the
following:
• (a) a “Purpose”, which is a capacity, potential, or unrealizable goal that the Role will
pursue or express on behalf of the Organization.
• (b) one or more “Domains”, which are things the Role may exclusively control and
regulate as its property, on behalf of the Organization.
• (c) one or more “Accountabilities”, which are ongoing activities of the Organization
that the Role will enact.
What’s a role?
two examples
17. Special role #1: lead link
• PURPOSE: The Lead Link holds the Purpose of the overall Circle.
• DOMAINS: Role assignments within the Circle
• ACCOUNTABILITIES:
• Structuring the Governance of the Circle to enact its Purpose and
Accountabilities
• Assigning Partners to the Circle’s Roles; monitoring the fit; offering
feedback to enhance fit; and re-assigning Roles to other Partners
when useful for enhancing fit
• Allocating the Circle’s resources across its various Projects and/or
Roles
• Establishing priorities and Strategies for the Circle • Defining
metrics for the circle
• Removing constraints within the Circle to the Super-Circle enacting
its Purpose and Accountabilities The Lead Link also holds all un-
delegated Circle-level Domains and Accountabilities.
18. Special role #2: rep link
PURPOSE: Within the Super-Circle, the Rep Link holds the Purpose of
the SubCircle; within the Sub-Circle, the Rep Link’s Purpose is: Tensions
relevant to process in the Super-Circle channeled out and resolved.
ACCOUNTABILITIES:
• Removing constraints within the broader Organization that limit the
Sub-Circle
• Seeking to understand Tensions conveyed by Sub-Circle Circle
Members, and discerning those appropriate to process in the Super-
Circle
• Providing visibility to the Super-Circle into the health of the Sub-
Circle, including reporting on any metrics or checklist items assigned to
the whole Sub-Circle
20. Read more about it …
• https://startupjuncture.com/2014/05/07/holacracy-springest-openco/
• https://hbr.org/2015/09/the-big-misconceptions-holding-holacracy-back
• http://www.sprout.nl/artikel/zo-breng-je-de-platte-organisatiestructuur-holacracy-de-
praktijk
All input comes from internet sources & holacracy taster workshop in Amsterdam.
Many thanks!