I enjoyed the read, Vlad! This model seems incredibly adaptive!)
I wonder how well it scales across larger teams or multiple businesses. Maintaining consistency in processes and company culture can be tricky as the organization grows. How do you prevent Circles from becoming fragmented or misaligned over time?
So, that is the question for us to solve, haha. I've already started with Folderly. Maybe down the road, we begin to reshape Belkins for that idk.
To answer your question, we need to have shared company OKRs and a vision to prevent fragmentation and misalignment. For example, at Folderly, there is one goal—to keep revenue growth month-over-month—with everyone working on that. We have Cross-Circle Check-Ins to keep everyone in the loop on progress and results, Circle Facilitators, people within the specific circle who push their function forward, and a culture of transparent communication.
Palantir is a good example in the market right now. They maintain a holacracy structure for about 3,000+ people
That makes sense. I really like the idea of everyone working toward the same goal - otherwise, people just focus on completing a process rather than actually achieving the goal, if that makes sense. Definitely going to look up Palantir’s structure now!
I really appreciate how you broke down complex ideas and made them so accessible.
Your writing style is both engaging and insightful. I’ve learned so much from this piece, and it’s clear that a lot of thought went into it. I’m looking forward to your future articles and the fresh perspectives you bring to the table!
I enjoyed the read, Vlad! This model seems incredibly adaptive!)
I wonder how well it scales across larger teams or multiple businesses. Maintaining consistency in processes and company culture can be tricky as the organization grows. How do you prevent Circles from becoming fragmented or misaligned over time?
Thanks, Nastia. Glad you liked it.
So, that is the question for us to solve, haha. I've already started with Folderly. Maybe down the road, we begin to reshape Belkins for that idk.
To answer your question, we need to have shared company OKRs and a vision to prevent fragmentation and misalignment. For example, at Folderly, there is one goal—to keep revenue growth month-over-month—with everyone working on that. We have Cross-Circle Check-Ins to keep everyone in the loop on progress and results, Circle Facilitators, people within the specific circle who push their function forward, and a culture of transparent communication.
Palantir is a good example in the market right now. They maintain a holacracy structure for about 3,000+ people
That makes sense. I really like the idea of everyone working toward the same goal - otherwise, people just focus on completing a process rather than actually achieving the goal, if that makes sense. Definitely going to look up Palantir’s structure now!
Such a wonderful read :)
I really appreciate how you broke down complex ideas and made them so accessible.
Your writing style is both engaging and insightful. I’ve learned so much from this piece, and it’s clear that a lot of thought went into it. I’m looking forward to your future articles and the fresh perspectives you bring to the table!
Thank you very much 😍
You know, I want to stay ahead of the game and push innovation with all my temper and ambitions I have :)
It's one of your best newsletters thus far. This is the first time I have read about Holacracy.
Glad you like it. Stay tuned, more to come :)