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Session 8

This document discusses Holacracy, a self-organization model that distributes authority through defined roles rather than individuals. Teams design and govern themselves while nested within a larger structure, and leadership depends on the role and needs of the work. The case study of Zappos is presented, where they implemented Holacracy and 18% of employees took a severance package, with 6% citing issues with Holacracy. Some challenges of Holacracy mentioned are difficulty coordinating large-scale efforts, determining responsibilities and rewards, and balancing reliability with adaptability.

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Shantanu Bharvirkar
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18 views9 pages

Session 8

This document discusses Holacracy, a self-organization model that distributes authority through defined roles rather than individuals. Teams design and govern themselves while nested within a larger structure, and leadership depends on the role and needs of the work. The case study of Zappos is presented, where they implemented Holacracy and 18% of employees took a severance package, with 6% citing issues with Holacracy. Some challenges of Holacracy mentioned are difficulty coordinating large-scale efforts, determining responsibilities and rewards, and balancing reliability with adaptability.

Uploaded by

Shantanu Bharvirkar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Session 8

Holacracy
Promises a lean and adaptable organization, highly effective,
distributed authority and purpose driven work
Self-organization models typically share three
characteristics
• Ken Wilber’s Integral Theory
• Teams are the structure. Within them, individual “roles” are
collectively defined and assigned to accomplish the work.
• Teams design and govern themselves, while nested within a larger
structure.
• Leadership is contextual. It’s distributed among roles, not individuals,
and responsibilities shift according to fit and as the work changes.
The Case of Zappos
• Ideated by a team of 5 employees
• Form of self-management
• Confers decision power on team or circles
• Decided to stay, 18% took the package, with 6% citing holacracy
• Others liked- best use of talent
• Trend or mere experiment
Challenges
•?
• Difficult to coordinate efforts at scale
• What should be done, who should do it, and how people will be
rewarded is hard
• Reliability and
• Adaptability

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