Overview

‘Holacracy: The New Management System for a Rapidly Changing World’ by Brian J. Robertson introduces a revolutionary approach to organisational management. The book outlines the concept of Holacracy, a system that distributes authority and decision-making across an organisation, rather than centralising it in a traditional hierarchy. This method redefines roles and responsibilities, allowing for greater flexibility and responsiveness. By focusing on roles instead of job titles, Holacracy aims to create a dynamic and adaptive work environment where every team member can lead and contribute effectively.

Robertson’s book delves into the practical implementation of Holacracy, providing insights into how organisations can transition to this new system. It emphasises the importance of clarity in roles and decision-making processes, which helps reduce inefficiencies and power struggles often found in conventional management structures. Through real-world examples and detailed explanations, Robertson demonstrates how Holacracy can foster innovation, agility, and a stronger alignment with an organisation’s purpose.

Synopsis

The 240-page book of Robertson is divided into ten chapters that can be summarised as follows:

Part One: Evolution at Work: Introducing Holacracy

1. Evolving Organisation: This chapter discusses the need for organisations to evolve in response to rapid changes in the business environment. It introduces the concept of Holacracy as a solution to traditional hierarchical structures, aiming to create more adaptive and resilient organisations.
2. Distributing Authority: Here, Robertson explains how Holacracy distributes decision-making authority throughout the organisation. This decentralisation allows for quicker responses to changes and empowers employees at all levels to take initiative.
3. Organisational Structure: This chapter outlines the structural changes required to implement Holacracy. It describes the creation of roles and circles, replacing traditional job titles and departments, to foster a more flexible and responsive organisational framework.

Part Two: Evolution at Play: Practising Holacracy

4. Governance: Robertson delves into the governance processes within Holacracy, detailing how roles and policies are defined and evolved. This chapter emphasises the importance of clear governance to maintain order and clarity in a decentralised system.
5. Operations: This chapter focuses on the operational aspects of Holacracy, including how day-to-day tasks are managed and executed. It highlights the role of tactical meetings and the importance of transparency and accountability in operations.
6. Facilitating Governance: Here, the book explains the role of facilitators in Holacracy. Facilitators help ensure that governance meetings run smoothly and that the principles of Holacracy are upheld, fostering a culture of continuous improvement.
7. Strategy and Dynamic Control: This chapter discusses how strategic planning and dynamic control are handled within Holacracy. It explores how organisations can remain agile and aligned with their purpose through regular review and adjustment of strategies.

Part Three: Evolution Installed: Living Holacracy

8. Adopting Holacracy: Robertson provides a roadmap for organisations looking to adopt Holacracy. This chapter covers the steps involved in transitioning to this new system, including training and change management.
9. If You’re Not Ready to Adopt: Moving Toward Holacracy: For organisations not ready to fully adopt Holacracy, this chapter offers guidance on how to start moving towards its principles. It suggests incremental changes that can help prepare an organisation for a future transition.
10. The Experience of Holacracy: The final chapter shares real-world experiences of organisations that have implemented Holacracy. It provides insights into the challenges and benefits of the system, offering a balanced view of what to expect.

Why you should read it?

‘Holacracy: The New Management System for a Rapidly Changing World’ is a compelling read for both the general public and specialised audiences. For the general reader, the book offers a fascinating glimpse into a new way of thinking about organisational structure and management. It challenges traditional hierarchies and presents a more democratic and flexible approach to running organisations. This can be particularly appealing to those interested in innovation, leadership, and the future of work. The book’s clear explanations and real-world examples make complex concepts accessible, providing valuable insights into how modern organisations can adapt to rapid changes and foster a more inclusive and engaging work environment.

For specialised audiences, such as business leaders, managers, and organisational development professionals, “Holacracy” provides a detailed and practical guide to implementing this innovative system. It offers in-depth discussions on governance, operations, and strategic planning within the Holacracy framework, making it a valuable resource for those looking to enhance their organisational effectiveness. The book’s emphasis on clarity, accountability, and continuous improvement can help professionals navigate the complexities of organisational change and drive sustainable growth. By adopting the principles of Holacracy, specialised readers can gain a competitive edge and lead their organisations towards greater agility and resilience.

Critics and review

The book has received a mixed reception from readers and critics. On Goodreads, the book holds an average rating of 3.72 out of 5. Many readers appreciate the innovative approach to organisational management and the detailed explanation of how to implement Holacracy. However, some critics argue that the system is overly idealistic and difficult to apply in practice. They point out that Holacracy assumes a level of rationality and self-discipline that may not be realistic in all work environments. Additionally, the separation of personal and professional roles can be seen as too rigid, potentially ignoring the complexities of human relationships and interactions in the workplace.

On Amazon, the book has a higher average rating of 4.3 out of 5. Positive reviews often highlight the book’s clarity and the practical insights it offers for transforming organisational structures. However, some reviewers express concerns about the feasibility of Holacracy in larger, more traditional organisations. They note that while the concept is appealing, the transition to such a radically different system can be challenging and may not suit every company culture. 

Verdict

‘Holacracy: The New Management System for a Rapidly Changing World’ presents an ambitious and innovative approach to organisational management, but it is not without its criticisms. While the concept of distributing authority and creating a more flexible, adaptive structure is appealing, the practical implementation of Holacracy can be challenging. The significant cultural shift required to adopt Holacracy may not be feasible for all organisations, particularly larger, more traditional ones. Despite its forward-thinking ideas, the book’s practical limitations and the substantial effort needed for successful implementation make it a concept that may not suit every organisational context.

About the authors

Brian J. Robertson is a prominent figure in the field of organisational management. He founded HolacracyOne, an organisation dedicated to training companies and individuals in this innovative management framework. Before creating Holacracy, Robertson successfully launched and managed a software company, where he first implemented the principles that would later become the foundation of Holacracy. His work focuses on decentralising authority and creating more adaptive and responsive organisational structures.

In addition to this book, Robertson has authored several other works, including the “Holacracy Constitution,” which outlines the rules and processes of the Holacracy system. He is also an active speaker and consultant, helping organisations worldwide adopt and implement Holacracy. While his ideas have been influential, they have also sparked debate. Critics argue that Holacracy can be overly complex and difficult to implement, particularly in larger, more traditional organisations.