How To Eliminate Organizational Debt
Aaron Dignan

When I first heard the concept “Organizational debt” I thought it was the lack of policies and routines. I work at a 20 year old company and it’s correct that a lot of policies may be old, somewhat irrelevant in today’s world etc, but that’s not what aggravates me. What I most often find myself perplexed about, however, is the lack of structures and systematised routines, workflows etc. It’s not like I have to reinvent things but it’s still not a pick-up-where-the-last-person-left-off kind of situation. 

I found the book Holocracy really intriguing in this sense because it highlights the idea of roles. It’s not You, as an individual, it’s your role in the organization that thinks, speaks and am supposed to care for the company. The more people can think of succession of their roles, and build frameworks and routines that work the better the company is left off.

Too many things change when people leave, projects are initiated but not realized etc. I think this, parts of the concept of Holocracy, is something that should be taught in greater extent by all organizations.

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