You have undoubtedly tested many approaches, like myself, Bernard Marie, when I was managing companies with more than 1000 employees, trained your employees to use various tools to try to answer the challenges of your company: more Agility, adaptability, efficiency, efficiency in decision-making, alignment of energies with the mission of the company, more fulfilled collaborators, better communication, etc...
Despite all your goodwill, you have probably been confronted with certain limitations, what I call the "antibodies" of the organization.
It is simply because the current managerial model is not adapted to face today’s challenges. It is imperative to revisit in depth the very foundations of the company, namely the management system in place.
The reason why Holacracy works is because it is not just another managerial tool that will come to heal your organization, it is a profound transformation of the very structure of your company/organization.
But Holacracy is not made for all companies / organizations...
For the implementation of this system to work, it must meet a real need, a deep challenge of your company / organization. It is not a matter of trying to implement this system because it is the managerial innovation that everyone is talking about.
Before making the decision to go to Holacracy, you should check:
1. that it is suitable for your business,
2. that it answers your current challenges, and
3. that your employees join the system and that it matches with your corporate culture
After having assisted more than 50 companies with this system for 7 years and been certified Master Coach Holacracy for more than 5 years, I have developed a Seminar on two consecutive days, with your team, to allow you to address these three elements.
This is not a training: you will not leave with a toolbox that you could set up immediately, Holacracy is not a miracle tool. I will not tell you either, as a good consultant, at the end of the two days, if Holacracy is adapted to your business, answers your challenges or will work with your collaborators and your culture.
It is through experimentation, dive-in for 2 days "as if you were there", that you will answer these three questions yourself.
“My first meeting with Bernard Marie in mid-2015 fueled my curiosity for Holacracy. We organized a two-day discovery seminar with the IS department management team in the fall. The passion and the pedagogy of Bernard Marie convinced a few innovators to embark on the adventure from the beginning of 2016. One year later, the technology of holacracy continues to spread in the organization: about 250 people participate today in this collective adventure.”
Claude Philoche
Director at Engie 
“A personality that does not leave indifferent, and the ability to bring another vision, sometimes rather radical, of the management of organizations.”
Nicolas Ochem, Director of DECATHLON
at DECATHLON International 
“The work of Bernard Marie and the entire IGI Partners team was a determining factor in setting up Holacracy. His listening skills and the subtlety of his analysis helped enrich my reflection on the position of leader. Moreover, his good humor animates his interventions and facilitates the interactions in a great way.”
Vincent Belloche, General Director - AZELAN
Outdoors and Indoors stores 
“Bernard Marie (igi partners) assisted Arismore in 2013 to implement managerial practices based on collective intelligence and Holacracy. Our dynamic organization and steering system has allowed us to innovate while being in strong growth and to ensure the commitment and the rise of collective competence of the teams.”
Gilles Casteran, General Director Arismore 
“Igi and Bernard-Marie have assisted the deployment of Holacracy in Finance teams at Danone's headquarters. The experience of Bernard-Marie and his team on the theoretical level, field experience and methodological support is unique. It was a very strong and enriching experience for all Danoners!”
Arnaud Capdeville,
VP Finance at Danone Dairy UK & Ireland 
Bernard Marie Chiquet
