Evaluating Holacracy at iQmetrix
(7 pages of text)
In late 2017, the leader of the implementation circle at iQmetrix, a software firm based in Vancouver, Canada, was reviewing her company’s progress with Holacracy. This radical new organizational design was centred on employee self-management and based on a philosophy that focused “on roles (accountabilities for work), not souls (people).” All parts of the organization were now arranged in circles, which were the basic building blocks of the Holacratic organizational design, and all employees had completed their initial training and were now meeting in circles to fulfil the work of the organization. But was it enough? Could iQmetrix truly consider that it was now fully Holacratized? Nearly one year after the launch of Holacracy, the implementation leader looked back over the past year and assessed whether the implementation of Holacracy was now complete, whether the process had been a success, and what to do next.
This case is suitable for undergraduate or graduate, and executive education courses on organizational change, organizational design, or managing people.
Students will have an opportunity to grapple with a challenging, multi-faceted problem. They will gain an understanding of the strengths and weaknesses of a Holacratic organization, the difficulties of leading large organizational change, and the challenges presented by radical decentralization of decision making.
Information, Media & Telecommunications
Canada, Medium, 2017
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