Holacracy: not safe enough to try
In 2012 the managing partners of a Viennese based 30 year old consulting company decided to adopt the Holacracy Constitution as the new operating model. I was one of them. One year later I left the company and I was not the only one. And while I can’t say it is due to Holacracy, I can’t say it is not either. This article is not meant to explain, what Holacracy is, but a reflexion on it. In case you are not familiar with Holacracy, an operating model based on Sociocracy and repackaged by an US based company, please have a look at the attached links.
There is something very appealing about Holacracy, as it seems to address all or most painpoints organizations are dealing with today. Lack of speed, engagement, innovation and leadership. One of the main claims is to replace Leaders with a system and process based self-organization. And there are some examples for useful contributions, like:
- A strong focus on the core purpose of the organization and to base everything an organization does on the question: (how) does this serve the purpose?
- To base decisions on two questions: “Is it safe enough to try” and “good enough to start”? to get things going and done.
- The tool of a standard Agenda for “tactical meetings”.
- To work in circles with a dedicated facilitator
Holacracy is irritating old thinking patterns and evokes new thinking and perspectives. This is a highly valuable contribution.
The problem with Holacracy is not so much in the details, but with the apporach to implement an operating model Top-Down. As a “one-size-fits-all approach”, not taking into consideration, that there are humans working in Organizations.
If organizations were machines, Holacracy would work. Organizations can’t be designed, they need to be created, out of a new thinking, a different need and transformational insights.
Holacracy (and also sociocracy) was designed by engineers and this is what it felt like, once I was in it. I felt like being part of a code, operating an and within an algorithm that is optimized for machines, but not for humans. Instead of feeling more whole, self-organized and more powerful, I felt trapped. The circles I was being part of did not feel empowering at all but taking away my natural authenticity as well as my feeling of aliveness. It was fully unnatural and we were disciplined by rigorous protocols and procedures.
Holacracy exclusively focuses on internal processes and keeps the organization busy with organizing itself.
We completely got caught up with implementing and learning how to function in and operating with Holacracy. The system is ridiculously complicated without reason, and very challenging to learn.
I more and more felt like we totally had missed the point! Today I would say, that our operating model was not our root problem. So even if Holacracy would work, it would not have helped us. A new operating model/organizational design/structures & procedures are not the only solutions to today’s most burning questions.
I felt more disempowered then ever, although I was the Lead Link of the Company Circle, one of the most central positions. Holacracy implementation used up all our energy that we should have used to work on our actual pain points, like lack of innovation, unclear strategy, critical market feedbacks and declining internal spirits. The worst thing was the fact that all our disfunctional behaviors, developed over decades, immediatly found their way within and beyond Holacracys working formats. It was not the quick fix we had hoped for.
Holacracy was a perfect distraction from what we really should have talked about. As it mainly focuses on the operating model, not on believes, culture, strategy, behavior or anything else that really matters and could possibly have made a positive difference for our future, the old patterns survived.
So why do I think Holacracy is not safe enough to try?
Because no “ready-to-implement-one-size-fits-all-off-the shelve” is safe enough to try.
On the contrary, the process of developing new models and ways of working, is exactly the process necessary to create an operating model that works, is accepted and well adopted internally. Don’t try a shortcut, it is not short!
For a long time I thought this was maybe my individual bad experience, until I met Bud Cadell, founder of the US based consultancy NOBL focused on future of work. He clearly states that Holacracy, due to his personal experience, was “dogmatic and rigid without a reason, and so complicated!” It had some good ideas from sociocracy, that he studied altogether with other operating models. “You can’t just buy something”, “my big fear is that Holacracy puts meaningful organizing models back 5 years” and “Holacracy feels like playing a game of Management Dungeons & Dragons. Models like Holacracy were created by people who tend to enjoy complex processes — the rest of us are different.”
Bud was called in to Zappos during the Holacracy implementation by the Holacracy Coaches as a “voice of sanity”. Bud talked to desperate people and collected their feedbacks, inputs and ideas, with the strong desire to develop their own operating model. Nevertheless, Holacracy was implemented, with no evidence that it has helped the company. On the contrary: the tech department still has not adopted Holacracy. An HBR article by Gary Hamel says: While the goal was laudable — to eliminate managers and organizational politics — the all-or-nothing implementation of this new and mostly untested management model left Zappos in turmoil. Staff turnover jumped to an unprecedented 30%, and many of those who remained were confused and demoralized. In 2016 Zappos fell off Fortune magazine’s Best Places to Work for the first time in eight years.
It is said, that Holacracy broke the company, that invented Holacracy itself. I just heard about this, I don’t have details.
Don’t get me wrong, I don’t think organizations should not develop new practices, or learn from what is working. Just the contrary! But I would highly encourage organizations not to be seduced by an appealing story and great marketing.
Please keep that enthusiasm for an innovative approach, take whatever you think works for you and take the extra mile to develop your own practice and way of working. It won’t cost you more time and turmoil than a Holacracy implementation, but most likely a genuine and working result. And before you implement any new model make sure you know exactly WHY you want to change something and WHAT. Maybe a new operating model is the wrong answer to your burning question.
Forbes.com: Holacracy is fundamentally broken http://www.forbes.com/sites/jurgenappelo/2016/07/14/holacracy-is-fundamentally-broken/2/#4f1c55cd2b26