W tym artykule znajdziecie: kilka argumentów i liczb opisujących naszą organizacyjną rzeczywistość, pokrótce opisany turkusowy model organizacji i jego przykłady (nowy model myślenia i działania w biznesie) oraz trochę o Holakracji jako jednym z turkusowych rozwiązań.
Holakracja (z angielskiego Holacracy, nie ‘Holokracja’) to nowa metoda organizacji pracy która działa niczym Agile na sterydach i jest w znacznej mierze oparta na Agile, jak sam ojciec Holakracji Brian Robertson przyznaje w swojej książce. W tym poście przedstawię kilka faktów na temat podstawowego elementu tej samo-organizacyjnej struktury – roli.
Mark Vletter, founder of Voys and Devhouse Spindle, has always believed in self-organization in the workplace. He envisioned a system that would create an environment of equality and fairness for his colleagues. Voys, Spindle’s ‘big brother’, used a no-management paradigm (the Voys-model) for several years before Holacracy was introduced. The team was clear about the path to follow — believing in each person on the team, giving people freedom within their roles and letting them fuel the development of the best telecom provider in the market.
Today we are talking to Stijn Nieuwendijk. Stijn is one of the first people that started creating Valsplat’s UX over a decade ago. Besides being a user experience specialist, he enjoys various types of cuisines and blogging about them. It is easy to listen to Stijn’s stories as he creates a visual picture for us of the way Valsplat used to be and the way it is now. He used to have a senior position in the company. He walks us through the changes that have taken place throughout the implementation process and, as he admits, the very beginning was not easy and he himself struggled with accepting all the components of Holacracy.
Most people don’t often get the chance to fully use their potential in the workplace. Young people especially often have to wait until they reach the executive level in the company before their voices will be heard. And we all know it can take years to climb the corporate ladder. You may be surprised to learn, however, that even so-called flat organizations, often end up with management systems that reinforce traditional hierarchy.
Today we’d like to share with you the story of a woman who really appreciates owning her work and advancing her work in her own way. Debbie van Veen is a member of the Springest team and along with her colleagues she is working on developing “the Amazon of Learning”. Despite being only in her twenties, Debbie has already experienced both a traditional, hierarchical company structure and a self-organizing counterpart. She shares her insights with us about being part of both environments.