Unic is entering its seventh year with Holacracy. It is now time to take stock. What has changed under the new form of collaboration? How can companies break free from rigid structures? What are the challenges and advantages that come with this management framework and the transformation itself? Martin Kriegler, expert application architect at Unic, answers these and other questions in the interview below. Find out why the switch to Holacracy has also eliminated outdated thinking patterns and why traditional hierarchies may be on their last leg.
How have my experiences with Holacracy been?
I have had only positive and very enlightening experiences with Holacracy. The transformation from traditional, hierarchical structures to a self-determined organisation was an exciting journey. This change has allowed us as a team to part with outdated thought patterns and delve into a new form of collaboration. The process not only taught us valuable lessons but also helped us mature and grow as individuals. Since then, I have had the opportunity to develop roles independently and take on specific tasks that generate added value for the entire company. Not only have I learned a lot along the way, it has also been a lot of fun.
What advantages does Holacracy hold for me personally?
Holacracy opens up new perspectives for me, especially in the areas in which I would like to get involved. This organisational framework offers a new flexibility that allows me to contribute my strengths to specific roles and new tasks over several years and to keep growing as a person. However, when you take on different roles and the responsibilities that come with them, you also take on more responsibility in general. I would recommend trying your hand at both small and big tasks, at the outset. Every journey begins with the first small step.
What have been the biggest challenges for me and for Unic?
Holacracy increases everyone’s intrinsic motivation, which helps us drive certain topics, master challenges and develop our individual skills. Before the introduction of Holacracy, overarching topics and goals were often defined through external factors such as performance review meetings with managers. Today, in a self-determined organisation, what drives you is your own free will – it is a pull rather than a push. However, colleagues need to process that change first, and I can tell you from my own personal experience that this is not easy. The new approach requires a lot more initiative, and you deserve all the support you can get on that journey.
Based on what I know today, what would I focus on?
Roles focusing on the areas of humanity and mutual appreciation should be created as early as possible, and there should be a holistic approach to this. Since there are no more line managers, there is a risk that topics such as motivation, continued professional development and appreciation get overlooked in the agile organisational framework.
For companies about to embark on that journey, I would recommend...
When introducing Holacracy, it is extremely beneficial to get support from an experienced company such as Unic. This will allow you to avoid some of the pitfalls and to effectively familiarise your employees with the Holacracy tools.
Support from an experienced company has some very specific advantages: The company will be able to share its knowledge on best practices and will usually offer individual training programmes and provide support tailored to the specific challenges of the company undergoing transformation. After all, we know that the best tool is only as good as the person using it.
