a radically different management system that changes how an organization is structured, how decisions are made, and how power is distributed
What gets in the way of people working together as effectively as possible? in the most efficient way possible? In 2001, Brian Robertson left a stable job and founded Ternary Software, a start-up software company that became a laboratory for experiments designed to answer that question. The principles and rules encoded in the Holacracy Constitution reflect learning from the subsequent years of trial and error. The experimentation began with a deep dive into the realm of organizational culture, values, and consciousness. As the company grew, it confronted structural, process, and decision-making tensions that culture alone could not resolve. In 2003, in response to these challenges, the company began implementing the principles and practices of the lean movement, sociocracy, and several other promising methods & models.
In early 2007, the experimentation shifted from Ternary to HolacracyOne, a new organization formed by Robertson and entrepreneur Tom Thomison to further mature Holacracy and package it for use by other organizations. Through training and implementation services, HolacracyOne began to help companies to learn and apply Holacracy to transform their operations. In 2009, HolacracyOne formalized the method into the first Holacracy Constitution and over the next several years, Holacracy’s development accelerated, as its core rule set evolved into a version 2.0, 2.1, 3.0, and 4.0. Versions 3.0 and 4.0 reflect insight gleaned from the integration of David Allen’s Getting Things Done method.