Real World Holacracy Case Study: Knowing Holacracy in Action

SINA is able to foster a strong entrepreneurship atmosphere by utilizing the Holacracy system. This system is a key component in enabling the development of social entrepreneurs within the organization. There are various operational circles within SINA, which is a typical method used in Holacracy. To manage and access all the roles within the organization, SINA uses a management tool called Glassfrog. Each circle has its own lead link, representative, and other role members. This setup allows for a clear line of communication both from the bottom up and from the top down. All circle members are responsible for their roles as defined, while the representative is tasked with bringing up any messages that concern the circles. The lead link interacts with other circles to ensure that things run smoothly between them.

SINA has two meeting styles that are in line with the Holacracy ideology. These are governance meetings and tactic meetings. During tactic meetings, circle members update others on their current and finished tasks to ensure everyone is on the same page. Governance meetings, on the other hand, are special meetings for discussing role changes or job description exchanges. For instance, if a role member does not have specific accountability to perform a job that the circle expects them to do, they must raise this issue during the governance meeting to discuss and clarify the role’s definition.

The Holacracy system specifies processes for circle teams based on their operational needs and requires each circle member to fulfill certain duties to ensure efficient and effective collaboration within the team. Unlike traditional management hierarchies, Holacracy empowers circle members to organize their jobs themselves, without requiring permission. SINA gives its circle members blanket authority to take any necessary actions to perform their roles unless such actions are restricted by certain policies or involve spending organizational assets. To support its members in adopting Holacracy fully, SINA has even created a Holacracy circle.

In an entrepreneurship context, it is essential for SINA to adopt Holacracy. This system ensures that each circle member approaches their work with an innovative mindset, a necessary characteristic of entrepreneurs. SINA has organized all its scholars, except newcomers, into different roles, combining leadership training and ownership to further support their development as social entrepreneurs.

Edit by SOCIAL INNOVATION INSIGHT