Zappos, which already has many elements of a #newnew organization, added another one – a Holacracy.
“The company will be made up of different circles—there will be around 400 circles at Zappos once the rollout is complete in December 2014—and employees can have any number of roles within those circles. This way, there’s no hiding under titles; radical transparency is the goal.” – Quartz
The holacracy positions Zappos to be nimble and adaptive throughout the organization — especially as customer demand continues to move toward personalized and high touch service experiences.
Dave Gray remarks on this challenge in Podular:
How do you build a company that can identify and capitalize on opportunities, navigate around risks and other challenges, and respond quickly to changes in the environment? How do you embed that kind of agility into the DNA of your company?
The answer is to distribute control in such a way that decisions can be made as quickly and as close to customers as possible. There is no way for people to respond and adapt quickly if they have to get permission before they can do anything.
#newnew companies prioritize autonomy and flexibility over efficiency — more and more companies will continue to explore organizational structures such as holacracies that allow more porous collaboration among employees.