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Holacracy: The New Management System for a Rapidly Changing World (Anglais) Broché – 15 juin 2015

3.7 étoiles sur 5 3 commentaires client

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Broché, 15 juin 2015
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--Ce texte fait référence à l'édition Relié.
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Revue de presse

Holacracy is the opposite of the cliché way to run a startup. People romanticize startup cultures and their lack of structure, but it creates anxiety and inefficiency, whether we have to build consensus around every decision, or deal with land grabs for power. In contrast, Holacracy creates clarity: who is in charge of what, and who makes each kind of decision - and there is a system for changing that, so it's very flexible at the same time (Evan Williams, co-founder of Twitter and Medium)

This book reminds me of a book that I must have read 100 times during my quest to become a better poker player. The first reading will most likely result in a complete paradigm shift, and you'll gain new insight every single time you reread it, especially when interspersed with actual practice playing the game on a regular basis. I highly recommend this book as your 'Holacracy Bible' if you're looking to explore a new way of working (Tony Hsieh, CEO of Zappos and author of the #1 New York Times bestseller Delivering Happiness)

Holacracy is a difficult concept to understand, but its founder Brian Robertson breaks it down simply and thoroughly. Regardless of your conclusion about the system's potential, it is undoubtedly the alternative management approach that will be getting the most attention over the next few years as we see how it affects thousands of employees around the world. (20 business books to read this summer World Economic Forum 'Agenda') --Ce texte fait référence à l'édition Relié .

Présentation de l'éditeur

In Holacracy, Brian J Robertson outlines a ground-breaking approach to organisation: no managers, only roles'Holacracy is the opposite of the cliché way to run a start-up. It creates clarity: who is in charge of what, and who makes each kind of decision' Evan Williams, cofounder of Blogger, Twitter and MediumIn traditional companies, managers make decisions, and workers execute the plan. But Holacracy is a revolutionary and tried-and-tested new system which turns everyone into a leader. The organisation looks like a nest of circles, not a pyramid -- but it's not anarchy. It's finally clear who should make each decision -- the person on the frontline has that authority -- and the organisation succeeds by adapting swiftly to pursue its purpose.In Holacracy, pioneer Brian Robertson explains how to adopt this system across your organisation -- and what you can do just within your department or for yourself -- and how to overcome any obstacles along the way. --Ce texte fait référence à l'édition Relié .

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Mon attention avait été attirée sur l’Holacracy par le livre de Frédéric Laloux « Réinventing Organizations ». J’attendais la parution de ce livre écrit par un des fondateurs de ce mode de fonctionnement pour en savoir plus. Et force est de constater que ce livre donne à réfléchir.
Il détaille et explique les raisons de mettre en œuvre ce nouveau système d’exploitation de l’organisation (peu importe qu’elle soit marchande ou non lucrative, privée ou publique) et surtout le mode de fonctionnement sur lequel il repose.
On peut le lire soit dans l’optique d’adopter l’Holacracy comme mode de fonctionnement, soit simplement pour réfléchir en profondeur aux exigences d’un mode organisationnel et de la façon de le faire vivre. Dans les deux cas, cette lecture apporte beaucoup de matière et ne décevra pas ceux que cette question préoccupe.

Pour ceux qui veulent en savoir plus voici un résumé de ce livre.
Le constat sur lequel il repose est que le mode de fonctionnement habituel, fondée sur l’attribution de postes à des personnes au sein d’une structure hiérarchique fondée sur le « command and control » crée ses rigidités et ses zones de flou, causes de conflits consommateurs de temps et de lourdeurs. Le rôle du management est de limiter les pertes de productivité que ce mode de fonctionnement occasionne.
Il faut, selon lui, changer de paradigme. L’unité organisationnelle de base n’est plus le poste mais le rôle. Chaque personne peut avoir plusieurs rôles. Chacun est seul propriétaire de ses rôles.
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Une méthode qui me semble plein d'avenir. Avec l'Holacracy, les rôles de l'entreprise sont clarifiés. On sait qui fait quoi. Les gens sont autonomes sur leur domaine sans validations hiérarchiques à tout va. Il y a un processus clair et régulier de réflexion sur l'amélioration du fonctionnement de l'organisation, et ce processus est très rapide !
Attention toutefois, l'Holacracy ne répond pas à tout : elle permet de définir clairement qui fait quoi et qui a autorité sur quoi et donne un cadre pour faire évoluer les attributions de chacun pour s'adapter rapidement au contexte mouvant de l'organisation. Par contre, tout un tas d'autres questions classiques (allocation des ressources, primes et salaires, gestion des conflits, etc.) ne sont pas traitées : ça reste à l'organisation de gérer cela dans le cadre des rôles ayant autorité pour le gérer, même si le changement de paradigme qu'est l'Holacracy laisse supposer que les organisations qui l'utilisent répondront à ces problématiques de manière non conventionnelle.
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Par Divine MEMBRE DU CLUB DES TESTEURS le 13 juillet 2015
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Je ne comprends pas l'enthousiasme des autres lecteurs pour ce livre. On dirait que l'auteur ne connait rien à l'entreprise tant ses exemples sont pauvres et peu touchés par l'expérience.
_ Il ne fait pas la différence entre domaine fonctionnel et structure organisé. Il prend comme domaine "le site web".
_ Ses exemples sur la gestion de projet sont consternants, pas de réflexion sur l'allocation des ressources.
_ Son exemple d'une prise de décision consensuelle ? Passer de la proposition "on baisse les prix de 50%" à l'adoption de "on crée le poste de responsable de prix".
_ Proposer des séances de brainstorming avec des papiers au tableau ? J'ai déjà vécu cela, c'est une ruse pour le collecteur de papiers de faire passer la proposition qu'il veut.
Bref, tout est à jeter. Lisez plutôt, "We the people", un vrai livre de professionnels sur la sociocratie.
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36 internautes sur 36 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Too light on details 29 septembre 2015
Par Justus Pendleton - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
I came into this via Reinventing Organizations. Though I had heard of Holacracy a bit before, I had never looked into it in much detail. I am predisposed to like this kind of book. I am a manager-of-managers in a high-tech company and I often feel like "there must be a better way".

I came away fundamentally unsatisfied. This feels like a Cliff Notes version of Holacracy rather than something that would convince me to try it out in my company. The author (eventually) makes a good case for the governance meetings, though I feel like the explanation was spread out across multiple chapters. For instance it isn't until Chapter 10 (a chapter ostensibly about how to adopt Holacracy piece-meal if wholesale adoption is impossible) the author explains "change your language, change your culture" and why the terms "tension" and "tension processing" were chosen. I feel like this discussion should have been up in Chapter 4 when the governance meetings were introduced.

I think in general the book does a good job of explaining the "what" of Holacracy but is pretty hit-or-miss when it comes to explaining the "why". Another example is the repeated claim that you "can't adopt only parts of Holacracy". This includes a rigid formula for meetings that includes a closing round where you go around the room and "give each person space to share a closing reflection about the meeting". I'm not saying that's a bad idea but I don't understand why that is integral to Holacracy. If I leave out that one part do I really lose all the benefit of Holacracy? I guess I'm just skeptical of that.

But the biggest failing of the book is that is it just too light on implementation details. This comes out in two main areas: role definition and the "apps" that are suddenly introduced at the end of the book. For the role definitions, Holacracy seems to rely in an almost legalistically complete role definition. Since Holacracy has been rolled out in many companies, I'm not saying it is impossible to do. But that book doesn't really give any real world examples of how this role clarification works in large and messy teams.

How many people really know all the roles they fill and what the scope of all those roles are? How do you realistically make that switch? I'd have loved to see that detail.

What about jobs where you seem to have a lot of people who are somewhat interchangeable? How does that work. For instance, imagine a software team with 15 developers working in a normal scrum-kind-of-way where you take stories from the top of the backlog. What does the role definition look like for them? What is the scope of their autocracy? I'm sure there are answers but the book doesn't provide any, instead relying on contrived examples in a company that appears to have about 5 employees.

But my single biggest complaint is when you get to Chapter 8 and a subsection introduces "apps". By that point I was skeptical on some details, didn't fully by in, but felt it had some good and interesting ideas. But I had these nagging questions at the back of my mind and was wondering when the book would get around to providing some answers.

"How do you set salary? How do you give raises? How do you give promotions? How do you make hiring and firing decisions? How do you decide to shutdown an entire office and lay off 150 people? How do you decide to IPO or accept a buyout? How do you set budgets and enforce them?"

The book's answer is...."You could design your own system, given your specific needs, but you may find it useful to check out [the HolacracyOne] 'app store'."

No link or URL is provided. It is hard to get excited about designing from scratch my own systems for these things (I don't expect a perfectly formed solution that requires no tweaking but starting with a totally blank canvas?) and I'm also not excited that the answer is to go read a web page—I bought this book for a reason, hoping it would make a compelling argument.

(FWIW, there is exactly one "app" on the "app store" for compensation. It sounds interesting but it also sounds similar to the compensation system a startup called hanno.co blogged about using...and then nine months later blogged about moving away from. So I'm not exactly sold on it as a great option.)
29 internautes sur 31 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Changing Holacracy's Bad Press 7 juin 2015
Par Mr Michael D Falconer - Publié sur Amazon.com
Format: Relié Achat vérifié
If you live in Las Vegas…Check!

Have an interest in management and business issues… Check!

And know a number of people in the Downtown / Zappos / entrepreneur community… Check!

Then you can’t help but have heard of Holacracy.

Normally the tones of conversations about Holacracy, and in particular of Zappos’s ’embrace it or leave’ offer to their staff, mix wonder and an unbelieving shake of the head normally reserved for parents of teenagers. This new book by Brian J. Robertson aims to change all that.

The funny thing is that it actually does a pretty good job.

The first real hint that there is more here than just a new business book, is in that the author has been involved in Lean software development and it is almost a throwaway comment- which is unfortunate. Lean is becoming a highly respected way of changing how companies work (please see my review of Lean Hospitals for a better explanation) and there are some interesting commonalities that someone, better versed in both than myself, needs to explore.

At its core, Holacracy is the deconstruction of work into roles, accountabilities, domains, and polices and giving employees the freedom, and the structure, to make modifications when “tensions” arise without the formal structure of supervisors and management. Interestingly, a lot of the housekeeping of Holacracy is in preserving the integrity of the process rather than the comfort of the employees. “It is difficult to hide from empowerment when the organizational process around you continually shines a light on your hiding place.”

Of course, if you are looking for things to turn you off such as parody worthy jargon; “In Tactical Meetings circle members use a fast-paced forum to deal with their ongoing operations, synchronize team members, and triage any difficulties that are preventing progress.” then you will find it. However, it is worth embracing one of the key conceits of the author when describing the adoption or even understanding of a system such as Holacracy: The rules of any game fade into the background when everyone knows what they are doing and how they should do it. It is only when someone breaks the rules, or does not know them well enough, that the rules come into sharp relief.

For those of us who are constantly looking to upgrade our management tool box, there is a lot you will recognize from other areas and other ideas what are worth re-purposing if a complete adoption of Holacracy is never even on your mind. The structured checkins at the beginning of meetings, for example, I am already planning on adopting along with the book’s strategy definition.

Of course, a book of this length (it is a short 200 pages that I read in a morning) can be nothing more than a appetizer or introduction to the world of Holacracy. I would have liked to have seen a few more diagrams and a decent FAQ section: The idea that the CEO of a company unadopt Holacracy at any time but is not above the rules is great to know; but would have been nicer to hear on page 10 rather than page 152!

My main criticism of the book, however, is in the field of Human Resources. What does the disciplinary process look like in a Holacracy? What does termination look like? How does that jive with legal and privacy issues? There is mention of compensation models, but these are brief and experimental at best.

There is something really interesting going on here with Holacracy and it deserves a more positive press that it currently seems to be receiving; hopefully this book will help change that.

But it is not a panacea – at least not yet.

But is is worth your time to find out why!
5.0 étoiles sur 5 My Prejudice was Wrong 15 juin 2016
Par Bob Fariss - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
I've heard about Holacracy and thought the idea of self-directed business management was typical misguided progressive mindlessness and dismissed it. In searching for solutions my own business issues, I ran across some additional information about Holacracy, It's not about distributing power (although that happens), its about trying to manage the work instead of trying to manage the people. You owe it to yourself to at least look at business management in this new light and this book is the single best place to start.
1.0 étoiles sur 5 A new type of organization indeed is needed, but not holacracy 19 juillet 2016
Par Hans Strikwerda - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
The knowledge economy, with its personal uncodifiable knowledge, and a need for combinatorial innovation requires a replacement of the command-and-control organization, as foreseen by Peter Drucker in 1988. One of the proven successors (see e.g IBM, the US Seals) is the information-based organization, with an information-based empowerment. That is a proven concept and also is consistent with institutional requirements. Holacracy is not the way foreward.
5.0 étoiles sur 5 A must-read for CEO's who expect to be around in 5-10 years 1 août 2016
Par danjruss - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
I've been searching for a new, more evolved, method of running a business and Holacracy has provided exactly what I've been looking for. This book is a must-read for any CEO who's expecting their business to be around in 5-10 years
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