You Don’t Need to Adopt Holacracy to Get Some of Its Benefits

When Alfred Sloan conceived the modern corporation at General Motors, he based it on hierarchical military organizations. Companies were split into divisions, each with their own leadership. Authority flowed downwards and your rank determined your responsibility.

Today, a few organizations – like Medium, David Allen Consultants, and Zappos – are adopting a radically different, approach to management: holacracy. Even as someone who has studied alternative management movements, I’ve been skeptical about holacracy, which eschews the standard “org chart” for a system of interlocking “circles.” To understand it better, I recently sat down with Brian Robertson, author of the new book Holacracy, to figure out how he’s gotten hundreds of firms to sign on.

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You Don’t Need to Adopt Holacracy to Get Some of Its Benefits