Self-management with Holacracy
Ruben Timmerman for HR Congress, 30 November 2016
Structured flexibility for learning organisations
@rubzie
See http://business.springest.com or http://zakelijk.springest.nl for our Learning Platform for Organisations
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Why does this matter?Fake sense of security and control
Lack of responsiveness and innovation
Learning has to be self-directed, not top down
Millenials: Training & Development = #1 benefit
Look at
organisational
structure as a
source of learning
70 / 20 / 10 anyone…?
Is all potential used?
– My dad
Intrinsic vs. Extrinsic
Traditional Holacracy Job descriptions Roles
Delegated Authority Distributed Auth.
Big Re-Orgs Rapid Iterations
Office Politics Transparent Rules
RulesConstitution Duties Elections
Meetings:
Governance Tensions Proposals Integration
Elements of the Holacracy “Operating System”
Circles Strategy
Purpose Accountabilities
DomainsRoles
Tactical Metrics Projects Tensions
How do
things
really get
done?
35 empl.
230 roles
7 per person
5 changes / wk
Evolution, not creationism (“design”)
Impact of Holacracy
Less bullshitting: shorter meetings
Clarity in roles: more accountability
Unified system: upgraded GTD
Project visibility: less synchronization
Impact of Holacracy on Learning
People drop and accept new roles easily
Roles change based on learnings
People dare to share roles and learnings
Accountabilities are a framework for learning
What happens if we… don’t?
Learning providers keep increasing
Learning products increase almost exponentially
creativity
through
clarity
flexible learning
through
evolving structure
Questions?
Ask me (later)! http://springe.st/begin-holacracy
http://springe.st/holacracy-safari
ruben@springest.com
@rubzie
linkedin.com/in/rubentimmerman
See http://business.springest.com or http://zakelijk.springest.nl for our Learning Platform for Organisations