Antonutti Delmas (France) - 250 persons
Antonutti Delmas is a transport company coached in Holacracy by iGi Partners since July 2012. The deployment included the entire organization.
The president, who just took over the company, wanted to “empower the members of the management team to find the path of performance again” and he needed to “restructure the whole organization for it to adapt to the evolution of its environment”. According to him, “Holacracy brings to the whole company the structure and the rules of the game required to make it agile, fast and fluid”. In addition, he “…observed that it created a greater bond between individuals who now form a real “professional” team in which each person knows their role and passes between players get easier and clearer.”

Castorama (France) - 13,000 employees
A pilot was conducted for 3 months at Castorama.
The Marketing Director, C. Mistou, wanted greater performance: “When I hire someone, I only use 30% of his potential since the rest is lost in meetings, political games and everything else.” “In the beginning, all were skeptical but once we made everything work, the organization became extremely agile and responsive. The collaborators understood that there was no problem with people but only holes in the racket.” C. Mistou.

David Allen Company (US) - 60 people
This American company, which offers a new stress-free approach to productivity, was coached in Holacracy for a complete implementation. It has now been 2 years that it works with Holacracy. We met the founder, ex-manager of the company, in Paris: “As the founder, the biggest change I experienced was that all the tensions that I was carrying as a CEO are now distributed throughout the entire organization”, as David Allen, author of the bestseller “Getting Things Done”, told us before he added that “thanks to Holacracy, our meetings are more efficient and the decision making much faster”. According to an internal survey, 98% of the employees are satisfied with the implementation of Holacracy. Not surprised with this result, David Allen concluded the interview: “Holacracy offers a healthy way to create motivation”.

Imc2 (US) - 350 people
Doug Levy, auteur de Winning in the Relationship Era, est conscient des limites du système actuel et s’engage donc avec l’Holacracy, il y a deux ans. Fondateur et CEO de imc2, agence de marketing de 300 personnes, il nous a partagé le pourquoi de son choix : “Doug Levy, author of “Winning in the Relationship Era”, is conscious of the limits of the current system and therefore got involved with Holacracy 2 years ago. Founder and CEO of Imc2, a marketing agency of 300 people, he shared with us the reason for his choice: “I always wanted to work this way but I did not have the structure to do so”. Happy with his choice, he reveals that with Holacracy, “people are happy and the organization is vivid, fast and agile”.
An internal survey was also conducted: 60% of the employees love Holacracy, 40% are neutral and the percentage of satisfaction increases over time.

Distric of Columbia Technology Office (US)
A development team works with Holacracy in this defense department since the end of 2010.

The main obstacle: habits; change of habits. The practice of Holacracy deals with our current way of functioning, it is therefore necessary to change our habits. Holacracy pushes me to change my reflexes and habits that used to serve me well. That’s where the difficulty lies. It would be easier if those reflexes and habits did not serve me well! That’s why we offer 6 months of coaching by a neutral external facilitator. It allows for reframing people who try to dominate from below and, generally, they give up after 3 meetings.

The shift is more complicated at the operational level: the manager no longer has the authority as a leader. If a specific person energizes a specific role, then the manager has no authority over this person and can no longer dictate to him what he needs to do. It’s difficult because the manager has to let go of his power (hence the necessity to make the shift of power right at the beginning) and other people has to take their own power - it’s in their power, no need to refer to the manager. This does not exclude that they can ask for help but in the end, they make their own decision if it’s within their role. The external Facilitator will help the former leader to let go of his power and will help the people that were used to referring to a manager take their power, hence the necessity to have an external facilitator in the beginning.