It is actually a paradox that Scaling Up and Holacracy connect. Scaling Up is very top-down. It controls the people, whereas Holacracy provides the people with frameworks within which entrepreneurship and ownership are expected from them.
– Pieter van Osch
‘Our core competencies are our technology and the way we are organized—so also Holacracy and actually our culture. That is something we really do differently than the rest of the world and the competitors.’
The economic engine was a challenge
‘We have worked on deciding what our economic engine is for a long time. The economic engine is the wheel to turn so that the company makes more profit. It is the profit per X, or the profit per something. But then what is that something? When our goal was “happy guests”, nothing was measurable. So back then it was certainly not possible to ascertain what our economic engine was.
Now we calculate the profit per link that we build. We will only make technical connections if there is a demand, because if you work it costs money. So we had to start selling it to hotels. Sales and Customer Success have a task there. And so the organization always moves with supply and demand.
When we determined our profit per X, we discovered that our entire brokerage model was incorrect. And those are very beautiful insights. Once that figure is visible, you see that something’s wrong in what we’ve been doing for a long time. The entire pricing model was overhauled. All because we looked again.’
The combination of Scaling Up and Holacracy
‘We’ve concluded that in the past year we’ve been very focused on the internal organization. So now it’s time to focus again on the outside world and the customers.
We really needed both Holacracy and Scaling Up in the entire process from start-up to scale-up. I can tell the 25 people in my office that they can make better decisions themselves. Bottom line is that the organization, framework and direction have to be clear. The framework is something we evolve with Holacracy. Scaling Up gives us the direction.’
Bottom line is that the organization, framework and direction have to be clear. The framework is something we evolve with Holacracy. Scaling Up gives us the direction.
– Pitrik van der Lubbe (SmartHOTEL)