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Building agile organizations with Holacracy
Transcript of Building agile organizations with Holacracy
to make decision
to support agile organizations
A holon is both a part and a whole.
A holon that cannot maintain its wholeness will cease to exist and will break up into its constituent parts.
An agile process to build a governance
France, UK, Vietnam
Founding Partner at Conech
Certified Holacracy Practitioner
Values help us decide which path to take to achieve a result.
My kid won't brush her teeth in the morning:
(1) I tell her to do as I said or I'll punish her.
(2) I explain to her that it is for her to keep beautiful teeth.
(3) I ask her how she wants to keep clean teeth.
Claiming freedom for our soul and body.
Living in full consciousness (mindfulness)
the Sharing economy
Mindfulness & Meditation
the Gift economy
No more manager, but a constitution
No more job description, but roles with purpose
No more hierarchy, but circles
No more control, but self-management
No more top-down or consensus, but integrative process
A new stage of consciousness
Question & Answer
The keys to holacracy:
by Frederic Laloux
The CEO hands over their traditional authority to a Constitution.
Roles with purpose
No top / bottom, left / right, but fractal inclusions
Express your tensions
As long as you:
1. Ask people who are impacted
2. Ask people who have expertise
The Constitution describes the rules that applies to all
It guarantees the core assumptions on people and values
It ensures a safe environment
Why would anyone try this?
Douglas Mc Gregor
Everyone you meet is fighting a battle you know nothing about.
Imagine you are in a software development team:
(1) think of
and select 2 of them, write them down
(2) think of
of dealing with each situation
(3) discuss which way would best fit an agile team, and identify the
(2) find out agile
that reinforce those values
(3) share your findings on the big board
Values + Habits = Culture
Think at the organization level:
(1) think of
(RH, accounting, finance, general support) and select 2 of them, write them down
(2) think of
of dealing with each situation
(3) discuss which way would best fit the
found in the round #1
(4) imagine the
at organization level that would reinforce those values
(5) share your findings on the big board
Agile / scrum
no project manager
team set their own target
poker estimation, retrospective
retrospective, CI, tests
definition of done
value to customer, iterations
transparency of actions
Integrative decision process
definition of roles
emphasis on purpose
Circles are a
, they have a
Circles are created when
more than one person
is needed to fill a role
Every circle have a
The lead link fills any
The lead link is accountable for
to circle members
The facilitator's purpose it to hold the rules of the constitution
what I have full authority to do
what activities others can demand me to carry
what others can't do
"good enough documentation"
explicit what requires to be clarified
explicit doesn't mean exhaustive
People fill roles.
They are part of the organization thanks to their roles.
One person can have many roles.
One person can apply for and resign from roles, or even propose the creation of new roles.
Agile / Scrum
"Agile is eating the world"
Anybody can ask
and what's the
for a project
Anybody can ask that you
what you have on your plate
The lead link can't tell you in which order to do your work, but they can tell you what are the
of the circle
Nobody can put a
on you, but you can be asked an estimated delivery
Grow up, know yourself
holacracy is a merciless mirror
Decide in all conscience
Decisions are taken as long as there are no objection.
”Do you see any reasons why adopting this
proposal would cause harm or move us backwards?”
Valid objection = regression that
1. is created if the decision were taken
2. is based on presently known data
3. impact one of the roles of the person raising the objection
To process tensions on roles or authority
tension => proposition => (objection => integration) => adoption
not good enough
fear of uncertainty
Removes the usual barriers to decision-making:
"what do you believe in? why does your organization exist? why do you get up everyday in the morning?"
have little ambition without incentive
avoid work when possible
need close supervision
only desire money
must be pushed to perform
want independance in work
are motivated by self-fulfilment
naturally want to work
want to achieve personal, social goals
will drive themselves to perform
Bug or feature
a gap between what is (reality) and what could be (purpose)
a gap between what is (current code) and what could be (value for the user)
I can raise it in governance meeting and make a proposal
I can check the code and modify it
IDP & Objections
Run the Integrative Decision-making process to lookout for valid objections.
Run and maintain the suite of automated tests.
Once updated in glassfrog, change are available and transparent to all.
Once the code is committed, it s available to all.
scrum team = circle
product owner = lead link
product = governance
scrum master = facilitator
customers = all in the organization
Are you ready for a world without managers?
Work in subgroup of 3 or 4
Work in subgroup of 2 or 3
The higher your number,
the more experience you have.
Holacracy for a scrum team
1. The proposer
one person ask one question and the proposer may answer
round (excluding proposer)
4. The proposer can
round (including proposer)
test the objection
if valid objection then discussion between proposer and objector
Is this a reason that would damage us or create a regression
Is it a better idea or something else we should take into account?
clarify which one
Is it specifically created by this proposal
Would it still remain even if we were to drop the proposal?
Is it based on presently known data
Are you trying to anticipate what could happen?
Does this limit one of your role?
clarify which one
Is there a reason that we wouldn't be able to adapt later
Are you expressing a tension that concerns another member of the circle?
Could we take the risk and get back to it later?
source: IGI Partners
There's a valid objection if the proposal transgresses the Constitution, most commonly:
NGVO: not a proposal affecting governance
the authority resides outside of this circle
Integrative Decision Process
Holacracy is a social technology or system of organizational governance in which authority and decision-making are distributed throughout a fractal holarchy of self-organizing teams.
A new form of organization without manager
It is like using a scrum-like process to build an organization
what assumptions did agile challenge?
An agile organization
What are the difficult situations we encounter in software development team? in organizations?
People are too busy protecting their job.
If I have to change something I have to convince too many people.
Everyone only want to become managers.
People are frustrated in their job.
Nothing seems to ever change here.
What are the common problems in organizations?
Who is the lead link?
Who is the facilitator?
What is the purpose of the circle?
What is my role & purpose?
as a circle
Stop telling me what I should do, show me ways of doing it!
It's easy to loose track of values, so we build habits.
can be lead link of a circle with
, and a member of the circle whose lead link is