My pleasure. In terms of business performance, there was a short dip after we made the big internal change in 2012, although we recovered very quickly. Over the last few years business performance has been stable and we are now starting to see positive signs of growth.

By far the biggest change we’ve seen has been in client satisfaction. Since removing managers, it has rocketed. Employees are now much more flexible in delivering to customers and we are agile enough to deliver diverse products to specific sectors.

Hi Jules, thanks for your comment. On a personal level I have adapted very well and I enjoy working in this environment. It is however, not for everyone. I have seen some colleagues excel, whilst others have left because it wasn't for them. From experience, I see that some people are more comfortable and perform better under managers.

In terms of organisational structure, it’s not specifically based on holacracy. The inspiration came from several organisations, including Semco (and Ricardo Semler). I think it is indeed harder to make such a change and it has taken a lot of work and commitment for us to get it done, but it's been well worth it in the end!

I'm glad you enjoyed it Pam-I also hope it gets broader coverage! Career progression is certainly an interesting topic, and one which is a big challenge for us. It's planned to be discussed in part 4. If that's too long of a wait, please feel free to drop me an email at: [email protected] and I'll happily provide quicker details/insights.

Many thanks Shonette- I can safely say it does work... although the idea is nearly always met with scepticism! The cultural challenges have been an interesting journey, but have definitely helped my personal development.

Thanks Ian! we do have a strong culture of trust, and are trusted to be the expert in what we do. I can personally attest to it being nice atmosphere to be involved with!