Robertson proposes to overturn millennia of top-down organization design and custom.

Briefly, #holacracy requires redrawing the organizational pyramid as a circle. This “anchor circle,” which encompasses the entire organization, contains smaller subcircles, each of which contains a bunch of related roles.
Every #circle is connected to anchor circle via two #links — a “lead link” that is appointed by the anchor circle and a “representative link” that is appointed within the circle itself.

Every #role within every circle is imbued with the #authority needed to perform it and is accountable for that performance.

“When you fill a role,” writes Robertson, “you gain authority to take any action you deem useful to express that role’s purpose or energize one of its #accountabilities, as well as you can with the #resources available to you, as long as you don’t violate the domain of another role.”

If you need more resources or need to encroach on another domain to fulfill your role, you go to your circle and apply for the resources or authority. When you ask, the people who are fulfilling the roles in the circle are supposed to vote to grant your request as long as it doesn’t “cause harm or move the circle backwards.”

No more marching orders from above. According to Robertson, decisions — even strategic decisions — bubble up and across the organization, rather than flow down from the top.

Robertson holds up #Zappos as a case study in progress, implying its success will prove that holacracy can work at scale

https://www.strategy-business.com/blog/The-Audacity-of-Holacracy