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This document discusses organizational structures and ways that companies are organized. It notes that most companies still use hierarchical structures that were developed over 100 years ago, with little innovation since. This age of acceleration makes the imperfections of these structures more visible. It then introduces the concept of Holacracy as an alternative organizational operating system focused on distributed authority, rapid iterations, and getting work done through managing tensions. The document suggests that Holacracy provides explicit rules for how the organization works and allows people and ideas to thrive within the right system.
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- 1. When it comesto organization, it often seems like there’s really only ...
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- 3. Organizational structure Crisis management Project management Compensationand incentives Staff functions Decision making Dismissal Conflict management Performance management Investments Information flows Meetings Job titles and job descriptions 1. Management
- 4. Safe space Office spaces Recruitment Compensation& incentives Working hours Storytelling Dismissal Conflict resolution Feedback & Evaluations On-boarding Storytelling Meetings Job titles and job descriptions 2. Wholeness
- 5. Strategy Performance management Change management Planning &budgets Recruitment Competition On-boarding Profit & market share Targets Product management & Innovation Marketing 3. Evolutionary purpose
- 6. How are youorganized? For 99% of organizations the answer is “through a hierarchy”… … where the management hierarchy was invented over 100 years ago … … with very little innovation since then
- 7. ~70% ofemployees are unhappy at work Too many good ideas are muffled There is less and less time to become a sustainable business There is a significant space to harm society In our current age of acceleration the imperfections of how we organize are now visible Source: TIME Magazine 1900 1920 1940 1960 1980 2000 20452020 10-6 1 102 1010 1015 1026 Tijd Berekeningenpersec.per$1000 Analytische motor die simpele reken- problemen oplost Computer-rekenkracht haalt menselijke rekenkracht in 2023 iPhone 6: 1011 berekeningen / seconde … which makes imperfections visible on how we organize We are in an age of acceleration… A B C D
- 9. Disclaimer 1: explaininga new paradigm is very hard with our current dictionary
- 10. From centralized todistributed authority
- 11. Rapid iterations –creating a trusted & forward looking operating system based on dynamic steering Predict, command & control Mission, vision & strategy Large special initiatives Budget planning & scenario analysis Roadmaps & milestones Meeting cycle stakeholder driven with SteerCos boards, MTs KPIs & targets Dynamic steering Purpose statement & strategy heuristics Rapid, small iteration operation & governance iterations Transparent & granular projects Dynamic resource allocation High frequency metrics Next action & outcome driven mindset
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- 13. Hierarchical decision making ConsensusDistributed (or with advice) Lets notmove all the way towards consensus
- 14. Holacracy is justan operating system, not cool by itself…
- 15. 14 With an emphasison getting work done and using tension to improve getting work done
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- 17. Governance (working ON the organization) Tactical/ Operations (working IN the organization) RoleRole ... And evolving with short, disciplined cycles Role Accountability Accountability Project Project Action Action Action Action
- 18. Tension: the perceived gap betweenhow things are and how they could be
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- 20. Tools to processtensions
- 21. Holacracy makes the“rules of the game” explicit Effectively, Holacracy is a design language: the core of Holacracy is an explicit set of rules / guidelines on how the organization’s operating system works
- 22. Where is thehuman side of it? Personal space Role space Tribe space Org space In warm cultures love and affection are abused to get things done… Within the right system people can just take care of themself
- 23. Too many goodideas are muffled “More organizations die of indigestion than starvation” - David Packard Co-founder HP http://energized.org Koen veltman Linkedin
Editor's Notes
- #2 When it comes to organization, it often seems like there’s really only one way: a management hierarchy. You can tweak it and hack it and polish it all you want, but the basic principles still apply (division between management and execution or thinking and doing, span of control, concentration of power, etc.)
- #18 Working ON vs working IN the organization
- #24 There are many people with great ideas. On all levels of the organizations. Either way the ideas from the frontline don’t make it across the desk of the manager that is distanced from the customer Or the vision from the top doesn’t make it to real operational direction