We do believe that people always grow; growth is a gradual process. To be able to reward people in a way that better fits this philosophy, we transitioned to a linear model. Read more about how Fronteer adapted a new salary structure.

Working with Holacracy gave Overstappen.nl an innovation boost; they were able to launch the first AI Chatbot in the Energy Market. Read more about their journey and listen to colleagues talk about their experience with Holacracy.

Domains are one of the three elements of a role/circle (the others are purpose and accountabilities). We use them to centralize control because by default, Holacracy gives everyone authority to take any action or make any decision to fulfill their role/circle’s purpose or accountabilities. Learn more about this topic, read on.

Chris Cowan compares the Holacracy Governance with a traffic control system, a genie and a playbook in order to help you to get a better understanding of Holacracy. This makes no sense until you read his article. Read on!

Hoe vergaat het Presenter, nu anderhalf jaar na de Holacracy implementatie? Lees het verhaal van Mas Lubbers over anders overleggen.

Mas Lubbers (Founder, Presenter) vertelt over hun ervaring met het implementeren van Holacracy. Wat komt er allemaal bij kijken? 

Slow Management bracht een tijdschrift uit, geheel in het teken van Holacracy. In dit artikel de visie op 'Beyond Holacracy' van collega Koen Veltman, Viisi medeoprichter Tom van der Lubbe en Diederik Janse (Energized).

David Zeman (Spronq) schreef dit artikel. OrganizationBuilders hielp Spronq met de overgang naar Holacracy. Lees meer over David's ervaring en visie op Holocratie.

Beyond Holacracy, een term die wij vaak gebruiken. Het Slow Management tijdschrift van winter 2018 staat geheel in het teken van dit onderwerp. Collega Koen is geïnterviewd voor deze editie. Lees hier het hele interview!

Vorig jaar hebben we Adviesbureau Fronteer geholpen bij de overgang naar een holacratisch organisatiemodel. Lees in dit artikel van Consultancy.nl hoe zij omgaan met de 'eindmacht', budgetten, vertrouwen en recruitment.

This article is by Adam Pisoni, co-founder and former CTO of Yammer. He is also a founder of Responsive.org, a new movement dedicated to helping companies become more agile, adaptive and empowering.

The other day I read his 'Responsibility Poem'. This poem beautifully illustrates the significance of clear roles and responsibilties.

Below you find the original poems, condensed and the full version. Both very entertaining and with loads of recognizable elements!

We found out that not all was great at the Fronteer. There was a lack of trust in the company. Management and the rest of the team felt disconnected from each other. We could have continued the way we worked. But we felt we could do more, and work better, we could be nicer, and more honest. We could achieve much better results. We could be a much better team. So, we got to it!