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Self management organization

Working smarter to achieve greater goals

Agile Lab’s working methodology is based on the principles of self management.

Each person can at all times count on the full support of the whole team, but at the same time everyone is always encouraged to push himself or herself to reach ambitious and goals, recognised and rewarded in an extremely transparent manner.

In other words, each professional working at Agile Lab is implicitly trusted by the company to fulfil its or her own role, to complete the agreed task, to produce quality work and find effective solutions to overcome problems and obstacles. These can be implemented autonomously, without the constant need to seek approval from a higher position, as it is common in a hierarchical organization, and this translates into an enormous improvement in efficiency and removal of organisational bottlenecks.

To reap the benefits in terms of flexibility and efficiency of self management, while bringing cohesion to the whole team and a uniformity of vision and intent, a very effective organisational scheme and methodology have been created in cooperation with Leapfrog. They are based on the Holacracy principles, a method of decentralized management and organizational governance, which distributes authority and decision-making through a holarchy of self-organizing teams rather than being vested in a management hierarchy.


By fully leveraging the Holaspirit platform and keeping its handbook updated, this system allows everyone to have complete visibility of how Agile Lab operates and who is the person in charge of each and every aspect of day-to-day operation, as well as clients’ projects, R&D, technology development and so on. This allows to quickly and effectively identify the right person to ask for informations, clarifications or help.

This organization model has proven instrumental in supporting the growth of the company as a whole (according to the Financial Times, Agile Lab is one of Europe’s 400 fastest growing companies in 2021) as well as the professional growth of each and every one of the people working in and with Agile Lab, both as an individual and as part of a group.

With the introduction of self management, for instance, Agile Lab created a large number of roles in the company structure, whose goal is that of improving the quality of life at work. In a hierarchical model, the company objectives and priorities are “passed down from the top” and it is often the case that top level executives focus on turnover and profitability much more than on work-life balance. When the decision process is inclusive, on the other hand, the focus is shifted on everybody’s needs and so there is a pervasive attention to the employees’ welfare, because strategies, policies and improvements are brought forward and approved directly by the collective.

In its “startup phase” Agile Lab had a very strong imprinting from its two co-founders. While this contributed to give the company a strong vision in the beginning, the need soon arose for the people working in Agile Lab to be able to take decision with more authority and independence and to also have an impact at an organisational level. Agile Lab always hired the best of the best and it was only natural that these people could get a chance to shine and bring all their worth to the table.

Self management is an organisational framework based on the principles of inclusiveness and self responsibility. In Agile Lab’s implementation of Holacracy, it means that it allows for the creation of a space (roles and circles, pictured below) with very well-defined responsibilities and a complete decision-making delegation. Moreover, the very process through which these roles and circles is created is inclusive and integrated: all members of a circle participate in the definition of their own roles with the sole goal of pursuing a common goal.

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