In her session ‘Decentralising leadership: a story of Holacracy in practice’ Sandy will share her story of implementing Holacracy at a New Zealand tech company, whose CTO gave her a one-line instruction: “I’d like you to make it happen.”
4. “Every time the size of a city doubles,
innovation and productivity increase by
15%. When companies get bigger,
innovation and productivity go down.”
— Tony Hsieh, CEO Zappos
5. ‣ treat people like responsible adults
‣ move authority to where the information is
Beliefs about collaboration
7. Holacracy is a method for
creating a truly self-organising
organisation
8. A method of decentralised management
and organisational governance in which
authority and decision-making are
distributed throughout autonomous,
self-organising teams
15. Snapper General Circle
Make transport ticketing more attractive
Purpose
Accountabilities
• Design ticketing service
experiences that are attractive to
the people that interact with your
service
• Grow business sustainably
16. Finance Marketing
BI (Tech)Customer care
Create great
customer experiences
Snapper General Circle
iOS
Backend
Systems
International
Android
BI (Tech) Circle
22. My job description
What I really do
Board Report
Writer
Refund
issuer
Customer
insights
Audit co-
ordinator
23. Roles
‣ helped us split work into smaller roles that
could be assigned to the most appropriate
person
‣ allowed people to develop new skills
‣ dynamic allocation
34. “Things were definitely difficult in the beginning. The
rigid rules felt at odds with the organisational culture.
However, we didn’t give up, tried everything for
ourselves and things have worked out well.”
— Anthony, Business Analyst
35. “This is everything I ever wished for.
But it’s really hard because I sometimes feel
overwhelmed. And I miss my friends in finance.”
— Kathryn, Finance
36. We collaborate better
‣ holacracy across the entire business
‣ circles are self-managing and performing well
‣ Snapper could add another 20 people