The document discusses the implementation of holacracy at Genea, aimed at enhancing employee engagement and knowledge sharing through decentralized teams and volunteer committees. It highlights the success of internal educational programs and the creation of circles to foster collaboration, innovation, and cost savings. The strategy emphasizes a purpose-driven approach to organizational development that benefits individuals and the company as a whole.

1. ‘Playing’ with hierarchies and circles
Experimenting holacracy to boost staff engagement and get things done
Alexandra Lederer
Learning & Organisation Development Manager
Organisational Learning Consortium
Sydney 26 November 2014

2. 02 Feb 2011
“We need …

4. Reduce costs
Increase reach & consistency
Increase levels of [relevant] technical skills
[Smash silos of hidden expertise]
[Create connections between experts]
[Transfer critical knowledge]
(90% core competency training)
(90% external training)
What was behind this ‘solutions-driven’ request?

5. “We need something …
From ‘solutions-driven’ to ‘purpose-driven’

6. Knowledge Management Consultant
Training Manager

8. A purpose-driven experiment to ‘play’ with a circle:
The Learning Curve Team (May 2011)
Volunteers
No hierarchical reporting
Min. required contributions
No monetary reward

9. A purpose-driven experiment to ‘play’ with a circle:
The Learning Curve Team (May 2011)

11. "All staff regardless of background or location have access to our new educational program.
Colleagues are encouraged to get involved in L&D by sharing their knowledge with others, which is turn also improves their own skills.
This year alone I would hazard a guess that our internal education program has saved Genea upwards of $50 000.
Education the most powerful tool we have at hand, now at a price we can all afford."
‘Playing’ with circles – What has been achieved?
Linda T., Laboratory Manager at Genea – December 2012

12. ‘Playing’ with circles – What has been achieved?
Focus on micro internal knowledge transfer sessions

13. ‘Playing’ with circles – What has been achieved?
The Learning Curve offer: hyper-active and … low cost
$1,079
$957
$778
$774
FY11
FY12
FY13
FY14
28% savings on PD spent/FTE
PD budget/FTE
Actual PD/FTE
11
12
28
30
13
18
8
14
14
24
16
11
6
14
146
225
232
233
230
246
131
146
130
158
155
296
92
FY13: 206 events - 2,420 participants
Learning opportunities
Nb participants

14. Thank you

15. It’s getting bigger! (Mar 2014)
“We need …

17. Let’s try to ‘play’ with more circles!
The Genea Committees (Oct 2014)
Volunteers
No hierarchical reporting
No required contributions
No monetary reward
Join the [serious] fun!
Celebrate what we believe in: Values Committee
Welcome our newbies: Genea Buddy
Pass on your knowledge: Learning Curve
Foster our wellness: Good for You Committee
Encourage us to do the right things: Good for All Committee
Cultivate the fun and build bonds: Social Club Committee

18. Let’s try to ‘play’ with more circles!
The Genea Committees (Oct 2014)
Core committee members
From each business area
Champions + ad- hoc contributors
HR = sponsor

19. •Committee setup
•Draft strategy & plan
19 Sep
Ask
28 Oct
Finalise the plan
28 Nov
Communicate activities for Jan-Mar 2015
12 Dec
‘Playing’ with more circles – What has been achieved?
The Genea Committees: forming, storming and norming
28 Oct
02 Dec

20. So apparently that’s called ‘holacracy’…
“Holacracy is management by committee with an emphasis on experimentation. Hierarchies are re- organized into decentralized teams that choose their own roles and goals.”

21. …and it’s the latest management trend!
“The latest management trend to sweep Silicon Valley requires CEOs to formally relinquish their authority and grants special protection for every employee to experiment with ideas. It's called holacracy and big name tech leaders have jumped on the bandwagon.”

22. Your summer read sorted: holacracy.org
The holacracy governance process is not governance “of the people, by the people, and for the people” –
it is governance of the organization, through the people, for the purpose. It enables the organization to find and express its deepest creative capacity.

24. Why ‘circles’ may be working
If we have engaged stakeholders in the new approach
CEO / Execs: strategic & business buy-in
Vision | Organisational changes
End-users: pragmatic buy-in
Day to day | Individual
Key stakeholders: operational buy-in
Business Unit / Team / Occupational
External providers, stakeholders and networks

25. Why ‘circles’ may be working
If there’s lots in it for them

26. Celebrate our values: Values
Welcome our newbies: Genea Buddy
Pass on your knowledge: Learning Curve
Foster our wellness: GFY Committee
Encourage us to do the right things: CSR Committee
Cultivate the fun and build bonds: Social Club Committee
Do something different
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Integrity
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Excellence
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Accountability
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Innovation
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Passion
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Strategic thinking*
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Engage and inspire*
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Talent enhancement*
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Collaboration*
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Process improvement Results Building relationships Adaptability
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Have [serious] fun
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What’s in it
for you?

27. Why ‘circles’ may be working
If there’s a purpose, hence expectations are set from scratch

28. What do we expect?
Celebrate our values: Values
Welcome our newbies: Genea Buddy
12m | 18m
Pass on your knowledge: Learning Curve
Foster our wellness: GFY Committee
Encourage us to do the right things: CSR Committee
Cultivate the fun and build bonds: Social Club Committee
Available spots/Committee
6-7*
Unlimited
Unlimited
6-7*
6-7*
8-10
Pick your commitment
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Anytime
Anytime
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Attend committee meetings
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Design the strategy
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Develop the plan 3m | 6m | 18m
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Take ownership to make activities happen
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Have [serious] fun, learn a lot, meet people
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29. Why ‘circles’ may be working
If we use a few tricks
Regular meetings
Informal setting
Round table format
Focus on outcomes

30. Why ‘circles’ may be working
If we can drive organisational alignment & and leverage
Processes, Practices & Projects
Tools
People
Knowledge & Skills

31. Why ‘circles’ may be working
If we can work smarter together to get things done
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Corporate L&D (4)
Nursing L&D (3)
Labs L&D (3)
WHS L&D (2)
‘Underground’ or ‘under-the radar’ conception, design and development work
Regular learning deliverables by:
‘above the line’
‘below the line’

32. 10Q3
10Q4
11Q1
11Q2
11Q3
11Q4
12Q1
12Q2
12Q3
12Q4
13Q1
13Q2
13Q3
13Q4
14Q1
14Q2
14Q3
14Q4
Why ‘circles’ may be working
If we can go with the flow of circles’ life cycles
Forming
Storming
Norming
Performing
Creating
Social Club
Good for You
Learning Curve
Good for All

33. 11Q2
11Q3
11Q4
12Q1
12Q2
12Q3
12Q4
13Q1
13Q2
13Q3
13Q4
14Q1
14Q2
14Q3
14Q4
Why ‘circles’ may be working
If we can go with the flow of members’ contributions cycles
Forming
Storming
Norming
Performing
Creating
Creating members
Creating member uneasy with uncertainty (‘anti- storm’)
Continuity gap
Members come & go continually
New ‘anti-norm’ member

34. Why ‘circles’ may be working
If we can go with the flow of members’ contributions cycles 2
Lurkers
Opportunists
Contributors
Creators
•+80%
•Seem inactive
•Read, click, transact
•May be ambassadors
•10-20%
•Seem annoying but useful
•Provide feedback, ask questions, vote, forward to others, ambassadors
•3-10%
•Review, provide feedback, ask questions, do as told
•Contribute as told
•0-3%
•Establish, create, innovate
•Drive, plan, organise
•May become bored once in order
Source: The four levels of community engagement, Gartner 2008

35. Why ‘circles’ may be working
If we always thank, recognise, reward etc.
Knowledge sharing awards
Participation in committees pat of L&D
Celebrate achievements
Celebrate people coming & going

36. Why ‘circles’ may be working
If we are able to find the right balance when juggling the circles
Leadership
Collaboration
Purpose-driven with organisational goals in mind
Results-orientation
Autonomy levels
Sponsor
Coach
Drive
Direct
Intervene

37. Why ‘circles’ may be working
If we embrace change as a permanent thing
“Everything is changeable, everything appears and disappears;
Everything changes, nothing remains without change.
The only things which do not change are the laws of change."
Buddha

38. Should you be ‘playing’ with circles?
Diversity
Visibility
Step-up
Learn & grow
Collaborate
Have fun
Get promoted!
Involve
Democratic representation
Hit the target
Shared responsibility
Reduced costs and FTE
Engaged workforce
Agile and flexible
Fast and iterative
Collaboration
Innovation
Cost savings
? Best Employer
Guest of Co-Labs 
Benefits for staff
Benefits for HR
Benefits for the business

39. Knowledge Management Consultant
Training Manager
Learning + Knowledge Management + Innovation …and more!

40. Each step on our journey is an opportunity to learn, and that learning is enriched when shared … … thank you for your attention.
Alexandra Lederer
alexandra.lederer@genea.com.au