Future Organisations, Future leadership

Brian Robertson, the creator of Holacracy: A new way of structuring organisations

Today’s organisations are challenged. High-frequency change demand for flexible organisational structures that allow for fast response to changing scenarios and easy movement of ideas and knowledge across organisational units. This requires a radical new way of organising and leading.

  • June 2017 1
  • Start time
    End time
  • Price
    Free of charge
    Implement Consulting Group Strandvejen 54 2900 Hellerup

June 1 2017, researchers and practitioners came together to uncover insights and share their experience from their expert field of designing for future organisations and future leadership and be inspired. Thank you very much to those who joined us! We hope that the event was inspiring and brought some compelling insights. 

As a summary of the day, we were first introduced to the main topic of the day – Future Organisations and Future Leadership.

Furture Organisations: Simulation Bureaucratic and Agile
Jacob Theilgaard

Keynote speech by Brian Robertson

Subsequently, the author of the book Holacracy, Brian J. Robertson, familiarised us with a different way of managing organisations. Brian explained how his organisation, HolacracyOne, functions by being structured and governed based on the three pillars of the Holacracy Constitution, Operating Agreement and Governance Records. These components work together to enable a distributed power system, where each individual in the organisation has the power to speak up. To drive through change, everyone is able to present a source of tension they are facing and a potential solution to it. If no one can present a tangible reason opposing the change, it is implemented without further ado. This means that the classic static job descriptions transform into dynamic roles, where each role is adapted to the person and situation rather than the other way around. Brian argued that implementing Holacracy in your organisation can be a long and tough process. However, the benefits of transparency, greater opportunities for learning and an organisation that is more adaptable to change may arguably outweigh these costs.

Five workshops were held

  1. Our organisations need to become more intelligent
    Philip Runsten, PhD, Stockholm School of Economics
    Download Philip's slides here

    Philip Runsten introduced us to the importance of co-operation at a local level of the organisation, what we call the micro-systems. Increasing organisational performance is a matter of increasing performance at micro-system level, and that is only possible by increasing the organisations’ capacity for self-organising. Philip’s research has found that we need to consider the organisation as a “brain” rather than a “machine”. As such, it is vital to create the right opportunities for self-organising and for enabling collective intelligence.

  2. The co-creating organisation
    Eva Sørensen, Professor of public organisation and democracy, Roskilde University
    Download Eva's slides here

    Eva Sørensen presented her research on the co-creating organisation. Her findings show that the paradigm shift from intra-organisational to inter-organisational resource exploitation demands that organisations collaborate across organisational and sectoral boundaries to solve common problems and realise shared goals. Eva built on this by creating a discussion regarding the implications of this paradigm shift for leadership and how organisations can organise to connect.
  3. Working Teal in the Police force
    Erwin Van Waeleghem, Police Commissioner, Belgium
    See Erwin's presentation - redirects to Prezi

    Erwin Van Waeleghem’s workshop addressed the ideas behind self-governing and purposeful organisations, including a new integral organisational paradigm (TEAL from F. Laloux’s book). These were then applied to the case study of the police force in Leuven, Belgium, which shows that a culture of responsible/participative autonomy and distributed inspiring leadership can increase commitment, responsibility and well-being throughout the whole organisation.

  4. Socialsquare's practical experience with Holacracy
    Magnus Christianson, Partner, Socialsquare
    Download Magnus’ slides here

    In Magnus Christianson’s workshop, the participants received a brief introduction to the practical side of Holacracy and how it works in real life. The participants heard a presentation explaining why Socialsquare introduced an agile organisational form and what consequences this has had in terms of opportunities, challenges and practical experiences.

  5. Attracting and engaging the future talents
    Adrian Schepelern & Martin Vinstrup, Consultants, Implement Consulting Group
    Adrian and Martin did not use any slides in their workshop

    In the final workshop, Implement Consulting Group’s consultants, Adrian Schepelern and Martin Vinstrup, talked about the effects that Generation Y have on the workforce and how to attract and engage the next generation of talents. Currently and increasingly, there are significant generational gaps as the work ethics, expectations and attitudes of Gen Y’ers are different from their Gen X’ers and Baby Boomer leaders and co-workers. Hence, a different set of expectations, attitudes and a world of technological innovation calls for a leadership culture that motivates and challenges young employees. The discussion revolved around how the participant’s organisation is dealing with and preparing for this generation. This is a vital discussion to have as Gen Y are the future of your company and are positioned to make an enormous impact.

We hope to see you back at Implement Consulting Group soon. You can find all our upcoming events here.

About Brian Robertson, Creator of Holacracy

A new way of structuring organisations is through Holacracy; a revolutionary management system that redefines management and turns everyone into a leader. Holacracy distributes authority and decision-making throughout an organisation and defines people not by hierarchy and titles, but by roles. The idea behind Holacracy is to make decisions that empower the people who know the most about the work you do: your frontline colleagues.

Jacob Theilgaard
Jacob Theilgaard
+45 3085 8049