The traditional hierarchy is reaching its limits, but “flat management” alternatives lack the rigor needed to run a business effectively. Holacracy is a third-way: it brings structure and discipline to a peer-to-peer workplace.
Holacracy idea is put forward by Brian Robertson and developed. This concept developed by Robertson proposes to create "circles" that are consistent and self-managerial structures rather than traditional chain of command in organizations. Holacracy organization type is horizontal management organization. But it is aimed to give employees more to say in management. Holacracy redefines organization management system and states a managerial approach where everybody is a leader. Holacracy on the contrary to up-down relation is autonomous teams which are self-sufficient. In this management method there is no traditional leadership, power and authorizations is equally distributed to the team. There are no captions and employees are cross-functionally included in the teams. Roles are defined but there are not captions. Nobody is more authorized than any other team member. Nobody assigns a work to another or shows superiority. Teams decide on subject in their responsibility areas together and focus to complete the duties as a time in the given time without any flaws. Obstacles are solved by teams and bureaucracy is eliminated. Different works can be done or employees help each other as a team working close to each other.
(Digital Transformation) In this periods where projects are becoming more common, companies that cannot risk to go behind in the competitions it is not hard to say that Master Plans have priority of transformation projects.
Since holacracy is empirical, it is open to trails and mistakes and it is believed that they will help the employees to learn from their mistakes, become more innovative, bring solutions to make the company stronger and bring out entrepreneur movements as well as achieving agile idea exchange, lead fast learning, cooperation and innovation to business models. (KAIZEN) In traditional organizations hierarchy authorizes people according to their expertise. Organizations in holacracy management, basis for agile organizations are formed and without any virtual plan and focusing on the objective, teams are expected to be successful. Holacracy authorized roles in organizations and provides decision freedom. In the last few years in our country some small or big software / IT companies and banks enabled to give initiative to employees and try to experience Holacratic approach in a pre-defined framework sticking to the rules.
How, by using Agile Development Approach...
Comapnies built teams with freewill, made them feel they have confidence in them, only repeating product pieces of customer requirements in times defined by traditional methods for innovative product or services ad designing increasing production and presenting the products to customers in certain periods to increase customer satisfaction. They have become active in business units and prioritize Value Creating (ROI) and new products that create value for the business is obtained. With Agile Development approaches it is seen that customer satisfaction increased as the demands of customers changed and accepted periodically. The results of Agile Development is liked by everyone and become popular.
As a result both the business units and employees are happy.
In the next article I will present my knowledge on Holacracy and Agile Philosophy and try to give tips about what changes will be in organizational management structures.