FAQ

In order to improve my organisation, am I obliged to transform everything at the risk of causing great instability? How long can a transformation or an upgrade take? All the answers are here.

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In a company in which the teams are autonomous, what becomes of the managers?

In a company in which the teams are autonomous, what becomes of the managers?

The manager’s role will no longer be to make decisions instead of individuals and to give them orders, but will look more like that of a gardener who looks after his plants or seeds to make them grow. By the way, have you ever seen a gardener ordering his seeds to grow?

Isn’t agility just a fad?

Isn’t agility just a fad?

Today, companies are under great pressure from globalisation and digitalisation. These 2 factors have common requirements: speed in decision-making, speed of action, autonomy and adaptability. Bureaucratic and hierarchical organisational forms favour political power games and are therefore much less adapted to this context. More than a fad, agility is a survival condition for a modern company.

How long can a transformation or an upgrade take?

How long can a transformation or an upgrade take?

The good (or maybe bad) news is that agility is a process of continual improvement and thus never ends. If you plan only to implant a new management model such as Holacracy, you will need 6 months to grasp the practices and another 6 months to operate with it autonomously.

In order to improve my organisation, am I obliged to transform everything at the risk of causing great instability?

In order to improve my organisation, am I obliged to transform everything at the risk of causing great instability?

No, of course not! We are organisational architects who draw up new forms of organisation on the basis of what already exists and of what works well, with more if desired!

Doesn’t the success of an agile change within an organisation depend essentially on the external consultant (or the boss) who introduces or implements it?

Doesn’t the success of an agile change within an organisation depend essentially on the external consultant (or the boss) who introduces or implements it?

This is indeed one of the recurring dangers that we have often had to deal with in the context of “liberated companies”. For Clarity, our objective is for you to become very quickly independent in the day-to-day management of this change. For this very purpose, we train and supervise an internal team responsible for continuing the steering process. Furthermore, Holacracy is perfectly in line with this vision since the external consultant disappears in favour of the governance mechanisms resulting from this method.

You present several approaches and several methods. How can I choose the right one for my organisation?

You present several approaches and several methods. How can I choose the right one for my organisation?

The methods are all equally valid and are adapted according to several criteria that we take great care to specify in detail, including the size and the maturity of the organisation, for example. We never envisage a transformation without first ensuring that there is alignment with the culture, values, talents and strategic plan of the organisation. The initial diagnosis allows us to discern the level of maturity of the company and also to recommend a specific approach.

Is it better suited to large companies or else for SMEs?

Is it better suited to large companies or else for SMEs?

Our targeted approach allows us to help all kinds of organisations according to their size and their maturity.

You speak of autonomy for individuals and teams, but is this suitable for everyone?

You speak of autonomy for individuals and teams, but is this suitable for everyone?

Unfortunately no, autonomy is not suitable for everyone. To make up for this, our initial diagnosis consisting of quick scan and deepscan allows us to understand better the impact of such a change on individuals and to propose specific support actions even before initiating change.

In a large company, the trade union representatives are not always in agreement with changes such as these. How do you deal with this?

In a large company, the trade union representatives are not always in agreement with changes such as these. How do you deal with this?

We are aware that this type of change will always give rise to mistrust. However, many trade union organisations are interested in this subject and are changing their attitudes. It seems essential to us to include them in a collective and participative reflection. We plan this participation from the first phase of our intervention - namely - the diagnosis.

What are the other advantages of transforming a company into an agile organisation?

What are the other advantages of transforming a company into an agile organisation?

  • Your organisation will become a magnet for millennials
  • Your employees will feel empowered and motivated

How can you guarantee the results you advertise?

How can you guarantee the results you advertise?

We have scientific tools which can measure the degree of employees’ commitment in real time. This enables us to take a “photograph” when starting work. The results are sustained by our initial diagnosis. These measures mean that we can introduce corrective measures at any time if needed.