When introducing a holocratic “operating system”, as with all change processes, employees should not be ignored.
Holocracy provides for a strict separation between role and person. This is theoretically possible and also brings advantages. As a result, people “stick” less to their roles because they tend to take on different roles and thus become more flexible.
However, it is still people who act, not machines. Values, emotions, experiences are not cancelled out by the “digital” separation between man and role. Perhaps it is no coincidence that the founder Robertson is first and foremost a developer and thus thinks and acts more “digitally”.
The model of holocratic structures also ignores the business context and there is the danger that the essential focus on the customer in a VUCA context is ignored too little.
Holocracy offers solutions to increase internal democracy and efficiency at the same time, but does not integrate the interaction between the environment and the company, which could result in a holocratically structured company being blind to operations and lacking market and customer understanding as well as a weak service culture.