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Page 13, Chapter 1 “Status Quo & Paradigm Shift”

For many managers, there is no denying this observation — our organizations operate on the same model as at the beginning of the 20th century, encouraging hierarchical models. And yet the environment in 2013 has totally changed; time has sped up, communication tools provide instant access to information; it appears more important and useful to know how to access information on the internet than to learn everything!

In view of this paradox, those in charge must accept more and more constraints with ever shorter deadlines. This is the context in which I had the luck of discovering Holacracy.

Holacracy uses 100% of an organization’s resources. Good-bye to project managers and other extra coordination positions needed in organizations to carry out projects. In Holacracy, everyone serves the organization and is responsible for carrying out “accountabilities” within a pre-set framework. Decisions are no longer taken by line managers or at never-ending meetings — no, here the decisions are made at the level of those who have the necessary competencies.

Holacracy is a clear strategy and a “dynamic steering” approach that provides greater agility in taking the context at hand into account. Everything is moving faster and managers often give the impression that they change their minds too often when trying to adapt. Holacracy provides the tools and methodology not just to manage, but also to react to all these vital adjustments very quickly! In Holacracy, no more change management — the process enables the organization to constantly adapt.

Holacracy means no more need to manage coworkers’ egos within the entity. All the efforts to find a consensus that is acceptable to everyone, the hours of negotiations to preserve individuals, all the time wasted could be reinvested to the benefit of the organization! With the methodology and a rigorous method of coordinating the various bodies, each person takes charge of his own emotions, manages his ego alone and is there to serve the organization.

If you spend too much time in meetings, if you never have enough resources to achieve your ambitions, if you spend more time on change management than on developing your projects, if you live surrounded by project managers, if the consensus that you impose reduces the impact of your actions, then take a few minutes to read this comic book — you may well find Holacracy to your liking!

Happy reading! 

Read our online comic book for free here: 


“Holacracy: a New Technology that Reinvents Management” — Bernard Marie CHIQUET, Adapted as a comic book by Etienne APPERT, Foreword by Christophe MISTOU


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Christophe Mistou's picture
Christophe Mistou
Christophe Mistou, currently the Brands & Product Development Director for the Kingfisher Group, has been working in the mass retailing sector for 20 years. When he was Sales Director at Castorama France at the head of a team of 350 people, he was looking for a new model that would enable him to simplify his organizations and his processes to gain in agility and effectiveness. In 2011, he met Bernard Marie Chiquet and discovered Holacracy. He then decided to experiment this new organization model within his management team; the first positive effects showed up in the 3rd month. In 2013, given this success, he renewed this challenge by applying it in his new position at the Kingfisher Group.
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