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Scaling Innovation: iQmetrix’s Journey from Flat Hierarchy to Holacracy
- iQmetrix, a software firm founded by Christopher Krywulak, has grown from a company of five to almost 500 in four offices in Canada and the U.S.
- The flat hierarchy and autonomy once heralded as the formula for creativity and innovation, however, were causing problems.
- Transparency decreased, team silos formed, and decision-making slowed.
- Older management models failed too as scalability issues persisted, and growth placed strains and caused setbacks.
- To address these issues, iQmetrix transitioned to Holacracy, a structure that contains autonomy with accountability and new decision-making processes.
- The adoption of Holacracy has taught that scaling needs new systems accommodating organizational culture, and Holacracy helps provide transparency and more collaborative execution.
- Autonomy should be contained by accountability.
- Visibility is key to alignment, and change management is crucial in making the transition work.
- Adopting Holacracy is a long-term experiment in rethinking how work is organized and aligns with the notion that success is about learning to accommodate growth.
- Holacracy may not work for every organization, but it's a bold step towards redesigning how work is organized.
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