Evaluating Holacracy at iQmetrix
商品編號：9B18C022
出版日期：2018/07/12
再版日期：2018/07/12
商品來源：Ivey
商品主題：Entrepreneurship; Organizational Behaviour/Leadership
商品類型：Case (Field)
涵蓋議題：organizational change;design;structure
難易度：4 - Undergraduate/MBA
內容長度：9 頁
地域：Canada
產業：Information; Media & Telecommunications;
事件年度：2017
In late 2017, the leader of the implementation circle at iQmetrix, a software firm based in Vancouver, Canada, was reviewing her company’s progress with Holacracy. This radical new organizational design was centred on employee self-management and based on a philosophy that focused “on roles (accountabilities for work), not souls (people).” All parts of the organization were now arranged in circles, which were the basic building blocks of the Holacratic organizational design, and all employees had completed their initial training and were now meeting in circles to fulfil the work of the organization. But was it enough? Could iQmetrix truly consider that it was now fully Holacratized? Nearly one year after the launch of Holacracy, the implementation leader looked back over the past year and assessed whether the implementation of Holacracy was now complete, whether the process had been a success, and what to do next.
教學手冊：8B18C022;
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