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.
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.
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
Remote work has its advantages—flexibility, low or no overhead costs, and a greater pipeline of applicants from which to hire. And it has its disadvantages—less interaction, managers worried about how to tell if their employees are staying on task and communication challenges. How can companies maximize the advantages and minimize the disadvantages?
If you want to learn more about this topic: https://www.newsteer.com/resources/managing-remote-teams
Communications internes, levier pour faciliter le changement.PMI-Montréal
Description : En période de changement organisationnel, des enjeux de qualité du leadership, de compétences de gestion et de relations internes refont surface. La communication interne, partie intégrante d’une stratégie de gestion de changement, devient un pilier important pour faciliter le processus de transition.
Comment la gestion de changement peut-elle rendre une organisation agile?
Quels sont les bénéfices d’une stratégie de gestion de changement?
Comment l’entreprise peut-elle se préparer aux défis de l’avenir?
Magali Legault partagera les éléments clés pour une organisation prête à traverser les périodes de bouleversement.
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
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.
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
Remote work has its advantages—flexibility, low or no overhead costs, and a greater pipeline of applicants from which to hire. And it has its disadvantages—less interaction, managers worried about how to tell if their employees are staying on task and communication challenges. How can companies maximize the advantages and minimize the disadvantages?
If you want to learn more about this topic: https://www.newsteer.com/resources/managing-remote-teams
Communications internes, levier pour faciliter le changement.PMI-Montréal
Description : En période de changement organisationnel, des enjeux de qualité du leadership, de compétences de gestion et de relations internes refont surface. La communication interne, partie intégrante d’une stratégie de gestion de changement, devient un pilier important pour faciliter le processus de transition.
Comment la gestion de changement peut-elle rendre une organisation agile?
Quels sont les bénéfices d’une stratégie de gestion de changement?
Comment l’entreprise peut-elle se préparer aux défis de l’avenir?
Magali Legault partagera les éléments clés pour une organisation prête à traverser les périodes de bouleversement.
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
Les nouveaux modes de management et d’organisation - Innovation ou effet de m...La Fabrique de l'industrie
Transformation numérique, contexte de grande incertitude, nouvelles attentes des salariés, bataille pour attirer les talents… tout pousse les entreprises à gagner en souplesse et réactivité. Elles sont donc de plus en plus nombreuses à s’intéresser à de nouveaux modèles de management et d’organisation : lean durable, méthodes agiles, holacratie, entreprise libérée, organisation opale, entreprise à mission, etc.
Regroupés sous le sigle NMMO, ces modèles sont moins « nouveaux » qu’il n’y paraît et s’inspirent en fait de courants anciens. Sous la diversité des étiquettes, ils s’appuient sur de nombreux ressorts communs. Ils sont toutefois difficiles à implanter, même chez les plus convaincus. La montée en autonomie des salariés et la redéfinition des responsabilités entachent parfois le climat social et l’efficience, à rebours des effets espérés. La réussite des NMMO repose essentiellement sur un mode de déploiement qui doit viser l’innovation sociale patiente plutôt que d’obéir aux effets de mode.
Cet ouvrage s’attache à décrire non seulement les pratiques réelles associées à ces modèles, mais aussi les embûches et points de vigilance lors de leur déploiement. S’appuyant sur une vingtaine de cas, qui vont d’organisations autogérées à des divisions de grands groupes, il offre ainsi aux entreprises des clés pour adapter ces formes organisationnelles à leurs spécificités.
Cet ouvrage se compose de deux grandes parties. La première est une analyse critique et pratique de ces nouveaux modèles. La seconde est un guide généalogique qui les décrit de façon détaillée. Ce petit guide des modèles organisationnels contemporains et de leurs origines ne prétend pas se substituer aux manuels de théorie des organisations. Il a vocation à contextualiser les différents modèles en fonction de leur origine historique et géographique, d’en décrire sommairement les principes de fonctionnement et de montrer comment ils se relient les uns aux autres pour former un continuum.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
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.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Using systems thinking to improve organisationsDavid Alman
Systems Thinking has been described as an approach to problem solving where "problems" are viewed as symptoms of an underlying system. If the underlying cause of a system problem is not addressed, problems can repeat and grow and cause unexpected consequences. This blog introduces a System Thinking Maturity Model, an ST Maturity Model, to help assess the underlying cause of problems and select a Systems Thinking Approach to resolve them.
DISC, 4Colors... mieux se connaître, comprendre les autres et s'adapterChristelle LEBEAU
Comment, grâce au développement des qualités relationnelles, les entreprises deviennent plus performantes et les individus gagnent en confiance ?
Amuse-bouche du langage des couleurs et du questionnaire de personnalité 4colors
Changement, Conduite du changement, Management du changement, Agilité, Business development, Scrum, Viral, Transformation agile, Agilité et conduite du changement
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Présentation sur l'agilité organisationnelle faite par Fréderic Moreau et Claude Emond pour lancer la communauté de pratique sur l'agilité organisationnelle d'Agile Montréal, le 11 février 2015
Mieux gérer son temps et ses priorités, concepts généraux et boîte à outils p...Loïc Deffains
Mieux gérer son temps et ses priorités... Facile à dire mais pas facile à faire !… Vraiment ?
Il paraît effectivement difficile de pouvoir se permettre de perdre du temps aujourd’hui. Nous nous impliquons dans plusieurs projets au travail, devons y être de plus en plus efficaces, pour générer de plus en plus d’opportunités, tout en menant des vies personnelles bien remplies ! Le temps est devenu un luxe. Ajoutez à cela la réunion qui tombe à 18h, le coup de téléphone qui vient chambouler le planning de la journée (voire notre semaine !), la demande urgente du patron … voilà … vous êtes débordé !
Ce dossier ne contient peut-être pas la la formule magique qui vous rendra invisible (et donc moins perturbable !) mais il contient quelques clés pour décrypter vos modes de fonctionnement au travail et quelques bonnes pratiques pour vous aider à mieux gérer vos priorités et votre temps.
Nous avons même pensé à quelques exercices simples pour vous mettre en situation et vous aider à faire un premier bilan.
Bonne lecture !
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 was used in the presentation about Holacracy by Nick Osborne of evolvingorganisation.com at the Spark the Change conference on July 3rd 2014. #SparkConf
Les nouveaux modes de management et d’organisation - Innovation ou effet de m...La Fabrique de l'industrie
Transformation numérique, contexte de grande incertitude, nouvelles attentes des salariés, bataille pour attirer les talents… tout pousse les entreprises à gagner en souplesse et réactivité. Elles sont donc de plus en plus nombreuses à s’intéresser à de nouveaux modèles de management et d’organisation : lean durable, méthodes agiles, holacratie, entreprise libérée, organisation opale, entreprise à mission, etc.
Regroupés sous le sigle NMMO, ces modèles sont moins « nouveaux » qu’il n’y paraît et s’inspirent en fait de courants anciens. Sous la diversité des étiquettes, ils s’appuient sur de nombreux ressorts communs. Ils sont toutefois difficiles à implanter, même chez les plus convaincus. La montée en autonomie des salariés et la redéfinition des responsabilités entachent parfois le climat social et l’efficience, à rebours des effets espérés. La réussite des NMMO repose essentiellement sur un mode de déploiement qui doit viser l’innovation sociale patiente plutôt que d’obéir aux effets de mode.
Cet ouvrage s’attache à décrire non seulement les pratiques réelles associées à ces modèles, mais aussi les embûches et points de vigilance lors de leur déploiement. S’appuyant sur une vingtaine de cas, qui vont d’organisations autogérées à des divisions de grands groupes, il offre ainsi aux entreprises des clés pour adapter ces formes organisationnelles à leurs spécificités.
Cet ouvrage se compose de deux grandes parties. La première est une analyse critique et pratique de ces nouveaux modèles. La seconde est un guide généalogique qui les décrit de façon détaillée. Ce petit guide des modèles organisationnels contemporains et de leurs origines ne prétend pas se substituer aux manuels de théorie des organisations. Il a vocation à contextualiser les différents modèles en fonction de leur origine historique et géographique, d’en décrire sommairement les principes de fonctionnement et de montrer comment ils se relient les uns aux autres pour former un continuum.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
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.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Using systems thinking to improve organisationsDavid Alman
Systems Thinking has been described as an approach to problem solving where "problems" are viewed as symptoms of an underlying system. If the underlying cause of a system problem is not addressed, problems can repeat and grow and cause unexpected consequences. This blog introduces a System Thinking Maturity Model, an ST Maturity Model, to help assess the underlying cause of problems and select a Systems Thinking Approach to resolve them.
DISC, 4Colors... mieux se connaître, comprendre les autres et s'adapterChristelle LEBEAU
Comment, grâce au développement des qualités relationnelles, les entreprises deviennent plus performantes et les individus gagnent en confiance ?
Amuse-bouche du langage des couleurs et du questionnaire de personnalité 4colors
Changement, Conduite du changement, Management du changement, Agilité, Business development, Scrum, Viral, Transformation agile, Agilité et conduite du changement
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Présentation sur l'agilité organisationnelle faite par Fréderic Moreau et Claude Emond pour lancer la communauté de pratique sur l'agilité organisationnelle d'Agile Montréal, le 11 février 2015
Mieux gérer son temps et ses priorités, concepts généraux et boîte à outils p...Loïc Deffains
Mieux gérer son temps et ses priorités... Facile à dire mais pas facile à faire !… Vraiment ?
Il paraît effectivement difficile de pouvoir se permettre de perdre du temps aujourd’hui. Nous nous impliquons dans plusieurs projets au travail, devons y être de plus en plus efficaces, pour générer de plus en plus d’opportunités, tout en menant des vies personnelles bien remplies ! Le temps est devenu un luxe. Ajoutez à cela la réunion qui tombe à 18h, le coup de téléphone qui vient chambouler le planning de la journée (voire notre semaine !), la demande urgente du patron … voilà … vous êtes débordé !
Ce dossier ne contient peut-être pas la la formule magique qui vous rendra invisible (et donc moins perturbable !) mais il contient quelques clés pour décrypter vos modes de fonctionnement au travail et quelques bonnes pratiques pour vous aider à mieux gérer vos priorités et votre temps.
Nous avons même pensé à quelques exercices simples pour vous mettre en situation et vous aider à faire un premier bilan.
Bonne lecture !
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 was used in the presentation about Holacracy by Nick Osborne of evolvingorganisation.com at the Spark the Change conference on July 3rd 2014. #SparkConf
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
What is an organization workshop for managersBoxolog.com
A clear and short presentation for managers, to understand what is an organization and what is their key role in that organization: to link the organization ID (the values) to the other 6S of an or
Total Value Framework: An Integral, Holistic Approach to Organizational Capab...Michael Hamman
This white paper describes an integral approach to thinking about holistic organizational change that Bud Phillips and I worked on for some years. It draws on our own work in organizational transformation, both individually and together (at Capital One), while also integrating the work of Ken Wilber, Robert Kegan, Otto Laske, Chris Argyris and Clayton Christiansen.
This paper is based on notes created during preparation for a mini-workshop given at Agile2009 and for a 1-day workshop, hosted by the Boston Agile Bazaar, February 2010.
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
This is a deck of a systems thinking class I taught. I usually like to run teams through this class to help them understand systems thinking so we can convert to a company that thinks in systems.
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
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
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.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
3. When it comes to
organization, it often
seems like there’s
really only ...
4.
5.
6. Introducing Holacracy
A set of design principles & practices for
organizing around purpose
1. Agile & adaptive
2. Distributed authority
3. Disciplined & data-driven
14. The promise of Holacracy
Processing any tension, sensed by
anyone anywhere in the organization,
into increasing clarity and evolution
toward purpose, rapidly, reliably, and
continuously.
17. Let’s try it: simulation setup
Welcome to “The Better Way Company”
which provides training & coaching for the “Better Way”
method
The company has just adopted Holacracy…
… and there are lots of tensions to process …
19. Governance meeting structure
• Check-in
• Building the agenda
• Processing agenda items
– Item 1
– Item 2
– Etc.
• Check-out
One tension at a time, by
one person at a time
20. Workable in 5 steps (or 6)
1. Proposal*
2. Clarifying questions
3. Reaction round
4. Amendments or clarifications*
5. Objection round
6. Integration of valid objections (if any)
* Only the owner of the tension speaks here
21. Objection or no objection?
• We’re going to try it, unless...
1. ... You have data...
2. ... that it creates a new tension...
3. ... for one of your roles!
22.
23. Implementing Holacracy
Adopt the Holacracy Constitution
Define the initial structure
Initiate regular tactical and governance
meetings
Train internal Facilitators
Offer additional training & coaching as needed
24. The Holacracy Constitution
“This Constitution documents the
core rules, structure, and
processes of the Holacracy
‘operating system’ for governing
and managing an organization. It
provides a critical foundation for an
organization wishing to use
Holacracy, by anchoring the shift of
power required in concrete and
documented ‘rules of the game’,
which everyone involved can
reference and rely upon.”
25. Holacracy in contrast
Traditional management
Centralized
Managers x
Design
Predict and control
Tension = problem
Holacracy
Distributed
Self-management
Evolution
Experiment and adapt
Tension = fuel
This is often what we think of when we think about ‘organization’ – Holacracy is pretty much the opposite of this
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.)
And it’s pretty old, too!
It’s based on the assumption that people are not very intelligent and cannot be trusted, so you have to tell them what to do and check whether they did it right or not.
Springest recently won an award for being the best employer in the category of small, innovative companies, with special mention of how they use Holacracy to self-organize and bring out the best in people
Rules of the game, anchored in the constitution (which itself evolves)