Holacracy and obliquity: do new organisational design approaches actually work? | The Oxford Review

Holacracy and obliquity: do new organisational design approaches actually work?

Research Briefing

Keywords: organisational development, organisational design, organisational structure, holacracy, obliquity, Adhocracy, Sociocracy

Over the last 10 to 15 years a range of new organisational structures and designs have started to become more mainstream, as organisations look for answers to increase adaptability, flexibility and agility as people perceive increasing levels of volatility, uncertainty, complexity and ambiguity.

It is well known that small companies have the ability to build to shift and pivot rapidly in order to meet market, economic, political, technological and scientific changes. Larger organisations have started to become interested in how to have similar levels of creativity, innovation, adaptability and ability to be able to change rapidly.

As a result of this increased interest in developing new ways of working and constructing organisations to increase adaptive behaviours, new organisational structures and designs are being tested including:

  • Obliquity
  • Holacracy
  • Adhocracy
  • Sociocracy

This research briefing looks at the latest research about whether these newer approaches to organisational design and development actually work and what factors are involved in successful implementation.

Get the full research briefing including all references


About our research briefings


Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.