Gini, a financial technology company, uses a unique organisational structure known as Holacracy. This self-management style eliminates traditional hierarchies and instead divides the company into circles. Each circle has its own purpose and accountabilities, with roles filled based on skills and interests rather than job titles.
Holacracy empowers employees to make decisions within their roles, fostering a sense of ownership and responsibility. This structure also promotes transparency, with all governance and tactical meetings open to any member of the company.
Gini’s adoption of Holacracy has been a gradual process, with the company first experimenting with the system in 2016. The transition was fully completed in 2018, and the company has seen positive results. Employees report greater satisfaction and productivity, and the company has experienced significant growth.
Despite these advantages, Holacracy is not without challenges. It requires a shift in mindset and can be difficult to navigate, particularly for new employees. Gini provides training and support to help team members understand and adapt to this new way of working.
Overall, Gini’s use of Holacracy has created a dynamic, flexible, and transparent work environment that aligns with the company’s innovative approach to financial technology.
Go to source article: https://blog.gini.net/how-we-are-structured-ee3f678f606f