Holacracy is an organizational management system based on employee autonomy. It is characterized by a structure based on defined roles, autonomous circles and distributed decision-making. This innovative approach was developed by Brian Robertson, an American entrepreneur, in the 2000s, in response to the challenges posed by traditional governance models in his company.
Holacracy aims to create an environment where members of the organization are responsible for specific roles rather than traditional job titles. Autonomous circles are made up of interconnected members who work together to achieve specific goals. This system fosters transparency, individual accountability and distributed decision-making, enabling the organization to adapt more rapidly to an ever-changing business environment.
Brian Robertson developed holacracy in response to the need for more agile and responsive management. His model has been adopted by a number of companies seeking alternative organizational structures that encourage creativity, collaboration and innovation.
Holacracy has generated considerable debate in the business world, with some praising its transformative potential, while others have expressed concerns about its complexity and practical implementation. Despite differing opinions, it continues to attract attention as an innovative approach to business management to meet the challenges of the modern business world.
In a nutshell, holacracy is an organizational management system designed to foster employee autonomy, transparency and responsiveness to change. Developed by Brian Robertson in the 2000s, this approach is based on roles, circles and distributed decision-making, and has been adopted by companies seeking to innovate their management practices to adapt to a constantly changing environment.
