Introduction

Three months after implementing Holacracy at Les Coqs en Pâte, co-founder Louis Geoffroy shares his experience. Les Coqs en Pâte, founded in 2008, specializes in creating immersive and educational games for businesses, including escape games and serious games. Their mission? To gamify learning in the corporate world. Let’s dive into their journey with Holacracy.

Why Holacracy?

Louis and his business partner Emmanuel had been questioning their leadership approach. They were searching for ways to:

• Retain top talent in the demanding events industry.
• Reduce their roles as « firefighters » constantly putting out operational fires.
• Bring more meaning and clarity to their team’s work.

Their turning point? A conversation with Céline Cusset, founder of Diverty Events, who confidently stated:

“You need Holacracy. And you absolutely need to be supported through the process.”

Seeing how Holacracy had structured Céline’s organization, they decided to take the leap.

The transition process

After initial discussions with Aliocha from Sémawé, they were drawn to Holacracy’s methodical approach. Unlike vague management philosophies, Holacracy provided concrete structures—including structured meeting formats that ensured efficiency and clarity.

Louis also appreciated the humor and lightheartedness in their conversations with Aliocha. Given that Les Coqs en Pâte initially built its business by singing recipes, this resonated with their company culture!

Embracing innovation

For Les Coqs en Pâte, innovation isn’t a choice—it’s a necessity. Team-building events are one-time experiences, meaning they must constantly create fresh concepts.

Their approach? Passion first. They create games because they find them exciting, ensuring their offerings stay unique and engaging.

Holacracy aligned with this mindset by breaking away from rigid job descriptions and fostering team solidarity, particularly during high-demand periods.

What’s changed in three months?

✅ Tactical meetings have become standard practice.

• Weekly team meetings now follow the triage structure.
• Employees who previously spoke little now actively contribute.
• Facilitators—who naturally dominate discussions—have adjusted to ensure balanced participation.

✅ Increased autonomy and clearer roles.

• Governance conversations are no longer just a leadership issue.
• The team is actively involved in defining responsibilities.
• Decision-making is more structured, reducing bottlenecks.

✅ Better recognition of cross-functional responsibilities.

• The team now acknowledges and addresses roles that consume time but were previously invisible.
• Needs for collaboration are more evident, leading to proactive adjustments.

🚀 Bottom line:

• The team is actively clarifying who does what and why.
• Communication has improved across all levels.
• Leadership has stepped back, giving space for the team to step up.
• Challenges and learning curves

🔴 Governance meetings are slow.

• They currently cover only 1.5 topics in 90 minutes.
• The team struggles with the process but is working through it.
• Some members hesitate due to Holacracy’s structured nature.

🟢 Solution:

• They introduced “Hola Hours”—informal governance discussions outside of formal meetings.
• Changes to roles are proposed directly in the Holacracy software.

Takeaways from the Holacracy Spring Event

Louis attended the Holacracy Spring Gathering, where he met peers further along in their Holacracy journeys. His biggest insights?

🔹 Even experienced practitioners are still refining their approach.

🔹 Seeing real-world applications helped validate their transition.

🔹 Exchanging ideas with other companies was invaluable.

Looking ahead

While still in the early stages, Les Coqs en Pâte is committed to refining its Holacracy practice. Louis and his team plan to continue adapting, making governance lighter and more intuitive.

📅 One-year follow-up planned! We’ll check back with Louis to see how Holacracy continues to shape their organization.

Until then—happy practicing!