The holacracy experiments - failure is part of building success
The organisations of the future are being invented today. They are densely connected, human-centered, agile, and intrinsically innovative. The question for business leaders is not if they should shift to a more flexible, self-organizing structure, but how.
Digital technologies make it absurdly easy to share information and coordinate collaborative work. While they do not drive (or ‘want’) openness and collaboration, these technologies makes self-organisation so simple, it is foolish not to explore it. At the same time, digital technologies promotes cultural changes that enable self-organization. People who are familiar with using digital technologies naturally slip into an open, collaborative mindset.
-These ideas from on cited HBR article sound good.
Cited source: Top-down solutions like holacracy won't fix bureaucracy | Harvard Business Review | Gary Hamel, Michele Zanini, March 2016
From a strategic point of view, culture hacking makes sense. Rather than try to implement systems change from above, a culture hacking strategy enlists the changemakers and intrapreneurs in the organisation, inviting them to participate in a process of collaborative innovation. Instead of implementing change in a single stroke, a culture hacking strategy makes space for employees to collaboratively hack the existing management culture, experimenting with new approaches, developing prototypes, running tests and trials, iterating the designs, and learning from results.
design replaces control, agility trumps process, and fast, customer-focused experiments replaces inefficient business planning.
This sounds good