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Implementing a Holographic Organization Design: The Case of GABO:mi

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  • Erika Jacobi

Abstract

This case describes the implementation of a holographic organization design at a European research project management firm. The case firm, GABO:mi, underwent a phase of rapid growth. Their headcount nearly doubled, which left them challenged to the maintenance of the flexible self-organization of their teams. During a collaboratively conducted change initiative, the organization determined that a holographic organization design would best serve their business objectives. A six-phase change initiative was conducted to help the case firm identify their unique success factors and decide how to bring these factors forward into the new organization design. The change process leveraged a collaborative, appreciative and systemic approach throughout all phases, from assessment to implementation. The process itself, thereby, closely resembled the organization design that was later implemented.

Suggested Citation

  • Erika Jacobi, 2015. "Implementing a Holographic Organization Design: The Case of GABO:mi," South Asian Journal of Business and Management Cases, , vol. 4(1), pages 2-13, June.
    • Handle: RePEc:sae:sajbmc:v:4:y:2015:i:1:p:2-13
    DOI: 10.1177/2277977915574034
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    References listed on IDEAS

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    1. Karl E. Weick, 1988. "Enacted Sensemaking In Crisis Situations[1]," Journal of Management Studies, Wiley Blackwell, vol. 25(4), pages 305-317, July.
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