A scientific perspective on Holacracy

When I first started using Holacracy, I knew I was exploring uncharted academic territory. But today, a major milestone has been reached: Marco Robledo, a renowned researcher, has published an in-depth analysis of Holacracy in the International Journal of Organizational Analysis.

Holacracy is no longer just an experimental management tool—it is now a legitimate subject of academic research, backed by a strong theoretical foundation.

A revolutionary system under scientific scrutiny

Robledo’s study, Holacracy: Redefining Organizational Ontology and Epistemology, is one of the first academic deep dives into Holacracy’s theoretical foundations. It argues that Holacracy isn’t just a new way of making decisions—it redefines what it means to be an organization.

His key hypotheses:

1. Holacracy reinvents organizational foundations

• It proposes a new structure based on self-organized roles and circles, challenging traditional hierarchical models.
• It emphasizes continuous learning and feedback loops, making organizations more adaptable.

2.Holacracy fosters agility and autonomy

Organizations practicing Holacracy are more responsive to change due to decentralized Governance and distributed decision-making.

3. Roles, not individuals, drive the system

Unlike traditional models where people are defined by their positions, Holacracy separates individuals from their roles, enabling dynamic and flexible work structures.

Key findings and challenges

Robledo’s conclusions are promising but nuanced:

Holacracy helps organizations become more agile, efficient, and purpose-driven. It represents a systemic shift in how companies distribute power and structure operations.

However, it requires a high level of organizational maturity and a cultural shift. Resistance is common, especially among middle management accustomed to traditional hierarchies.

A quote from Robertson (2015) illustrates this shift:

« Holacracy takes organizational design functions traditionally reserved for the CEO or executive team and distributes them through participatory processes. »

The broader impact

Robledo’s research places Holacracy within the larger trend of living systems and decentralized governance. This aligns with concepts like self-organization and collective intelligence, offering a fresh perspective on the future of management.

What does this mean for organizations?

At Sémawé, we integrate Holacracy principles to support organizations in their transformations. We see firsthand how this model fosters collective intelligence, clarifies responsibilities, and improves adaptability.

Holacracy is not a plug-and-play solution. It’s a powerful tool for those ready to rethink their management approach.

Curious about how Holacracy could work for you? Let’s talk!