To Wearing Many Hats
Both at work and for an accessory
In a startup environment, you get to wear many hats. As the first employee at a successful Cloud SaaS provider startup, Geckotech, I was fortunate to have the opportunity to learn all areas of the business.
As organizations mature, varied options to actively help across departments and levels of empowerment create boundaries that impact the overall efficiency. In our world of rapid technology changes, constant communication, access to global talent, and information at our fingertips, organizations must be agile.
Why limit people when expertise can be leveraged in all areas and adapt with the business? Holacracy streamlines decision making using objections to proposals vs. consensus from everyone. It includes built in checks and balances and gives everyone empowerment as a leader. Not only does this structure allow people flexibility, the organization remains agile with the ability to define minimal roles required to achieve the current initiative.
Known for its employee focus and ‘Wow’ customer service, Zappos publicly announced its Holacracy adoption. Tony Hsieh comments on why they chose Holacracy.
In the end, whether an organization chooses to remain in a basic top-down hierarchy, adopt cross functional best practices like ITIL (Information Technology Infrastructure Library), or embrace the distributed authority system of Holacracy - roles need to be clearly defined and aligned to the initiatives.
What are your thoughts on Holacracy?
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