Not satisfied with Agile for software teams? Want it for the whole organization? Maybe you are a Holacrat! Who knew?
Can you buy this? (I can't, but I throw it up to you FYI since it's making the rounds). And, here's more:
No more job descriptions
In most companies each person has a single job description that is often imprecise, outdated and irrelevant to their day-to-day work. In Holacracy, people have multiple roles, often on different teams, and those role descriptions are constantly updated by the team actually doing the work. This allows people working in a Holacracy-powered company a lot more freedom to express their creative talents. It also means that the company can take advantage of those skills in a way it couldn’t before.
No more delegated authority
The agility that Holacracy provides comes directly from truly distributed authority. In traditional organisations, managers loosely delegate authority, but ultimately their decisions always trump those they manage and everybody knows it.
In Holacracy, authority is truly distributed and decisions are made locally, by the individual closest to the front line. Teams are self-organised: they’re given a purpose, but they decide internally how to best reach it. In this way, Holacracy replaces the traditional hierarchy with a series of interconnected but autonomous teams (“circles” in Holacracy’s vernacular). And once a circle has distributed some responsibility or authority to one of its roles, whoever fills that role has a whole lot of power in that area -- power no one else can trump.
No more big re-orgs
In traditional companies, the organisation chart gets revamped every few years. These cyclical ‘re-orgs’ are an attempt to keep up with the changing environment, but since they only occur every three to five years, they are almost always out of date. In Holacracy, the structure of the organisation is updated every month in every circle.
Read in the library at Square Peg Consulting about these books I've written
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