Reorganisation is every enterprise’s daily bread. The larger the enterprise, the greater the growth, the more frequently reorganisation takes place.
When we began dealing with the quickly changing market last year at the strategic level, reorganisation was already on agenda. What we discussed in recent years about silos and gardens (business units and organisational units). A living organisation tries to improve continuously.
When our four founded Unic in 1996, we were on the way without titles – so to say “responsive.” After two years, we also wanted to organise ourselves. We defined separate roles and functions and the respective subordinate teams. The business units as they are today were invented in 2005, were named 1, 2 and 3 and their logo was a speedboat. We were 68 employees, the projects took place mostly in a business unit and the responsibilities were clear. Today - meanwhile Unic has tripled its size - projects are more interdisciplinary, numerous employees are involved, numerous approval tiers must be passed, and diverse voting rounds are held.
Typical of enterprises with a traditional organisational structure. In line with growth, complex hierarchy tiers are becoming an obstruction in the daily business operation. The realities of many enterprises show how inefficient such organisational forms can be.
Unic is different:
With “Holacracy” we are making a bold and revolutionary step into the future. We impose new rules and forms of interdisciplinary cooperation on ourselves. The employees are partners of the organisation and know what good and right for a given role is. We will learn new rules of the game, which should liberate our joint work from politics, escalation and the classical top-down management. And thereby should enable us to act more freely and autonomously. And to score more goals. Above all beautiful goals. And those which make us celebrate. Because work is most beautiful when it is successful and makes fun.