Location: Belgium
Organization: for-profit
Size: 200+ people

MEDIAGENIX has chosen to implement their version of sociocracy (more precise S3) based principles and patterns.  This started February last year. The reasons for doing so are multiple. Due to rapid growth in a fast-changing media sector, the organization wants to keep their roots of familiarity and working closely together as a team, this all to enable them to respond to the changing customers needs asap. A “logical” answer to this growth in the number of employees would be a more traditional approach of putting of introducing extra layers in the hierarchy.  Instead, they chose to give more autonomy to the people actually involved. This does not only lead to better decisions, it also makes that the employees are more involved in what happens within the company. Distributing power over more people makes the organization more scalable, enabling the future expected growth. Many changes have been implemented currently, not just instituting a circular structure with clear distinctions on governance and operational work. Also a lot of work brought the focus more to the people area, linked with role-based working.

Further SoFA Reading

How could Sociocracy help us reinvent our world in a context of complexity?

How could Sociocracy help us reinvent our world in a context of complexity?

Never had there been so much complexity in our world, even before Corona. Running organisations was proving increasingly difficult due to the complexity they were operating under. Partly this was because the methods we were using were never designed to run organisations in complexity. Leadership in complexity requires a completely different set of tools from conventional leadership. VUCA (Volatility, Uncertainty, Complexity and Ambiguity) also demands a completely different mindset.