Best Practice Report: Self-Managed Teams and Holacracy®

May 4, 2019 by BPIR.com Limited

Self-managed teams are groups of employees who work with minimum supervision. Whereas in a hierarchical organisation employees have to report to managers, self-managed teams are responsible for handling various assignments, solving problems, and making decisions. Holacracy is one of the more recent systems of structuring self-managed teams within an organisation. When fully adopted, there is no conventional management hierarchy; instead, power is fully distributed, giving individuals and teams the freedom to self-manage while staying aligned to the organisation’s core purpose. Holacracy favours small teams, called circles, with team members holding a number of different roles depending on the assignment. These circles self-organise, make rapid consensus-based decisions, and have the flexibility to adjust roles and solutions effectively to meet organisational goals.
 
 
 
 
 
 
 

In This Report:

  1. What are “self-managed teams” and “Holacracy”?
  2. Which organisations have received recognition for their use of self-managed teams and Holacracy?
  3. How have organisations reached high levels of success through their use of self-managed teams and Holacracy?
  4. What research has been undertaken into self-managed teams and Holacracy?
  5. What tools and methods are used to achieve high levels of success using self-managed teams and Holacracy?
  6. How can success in the use of self-managed teams and Holacracy be measured?
  7. What do business leaders say about self-managed teams and Holacracy?
  8. Conclusion.

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