Holacrity as a Revolutionary Technology Management in the Context of the Formation of the Global Digital Ecosystem

The article identifies and analyzes the features of the holacratic structure as one of the priority models of company management in the context of increasing digitalization processes and the formation of a global digital ecosystem. This flexible management method is characterized, offering unique opportunities for effective management of business structures in today's complex and unstable conditions. Purpose. The article is devoted to identifying and investigating the possibilities of implementing Holacracy in the management practice of international business entities, analyzing the potential consequences of such implementation. Methodology. The work uses methods of comparative analysis, content analysis, as well as general system methods and theoretical approaches to understanding the essence and economic nature of such phenomena as system hierarchy, self-organization, self-management, and project management. Results. The evolution of the formation of Holacracy is considered. The author of the article identified the main features of holacracy in the context of flexible management philosophy, conducted a comparative analysis of holacracy and traditional hierarchical structures from the point of view of a systemic approach to organizational management. It was demonstrated that the most effective area of practical implementation of the principles of holacracy management as a management organization system is the sphere of innovative activity, including the creative sector. Scientific novelty. It is shown that the trends of popularization and development of management based on the principles of Holacracy are associated with the customization of the global market, when pyramidal hierarchical management structures lose their effectiveness, giving way to a circular Holacracy structure, within which the roles of the organization's employees replace job responsibilities, and the aggregates of these roles determine the system of self-forming circles in the company (groups of employees who unite to solve any task), replacing the self-managed system of organizing activities, which is characterized by: vertical hierarchy, functional managers, structural units of the company and the consolidation of positions. Signs of readiness that a business structure must have to implement a successful transition to organizational design based on the principles of Holacracy are identified, the risks and problems of practical implementation of such a management method are considered, taking into account its advantages and disadvantages. Practical significance. The presented research results are suitable for practical implementation by companies, in particular domestic ones, in the context of organizational transformations, the necessity of which determines the formation of a global digital ecosystem.