Applying the Holacracy and Company Democracy Models to the Public Sector: A Critical Analysis of Implementation in the Indian Ministry of Education

Chaitrali Anil Bhoi, Evangelos Markopoulos (), Georgios Markopoulos and Akash Nandi
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Chaitrali Anil Bhoi: Center for Digital Public Goods, Department of Strategy, Indian Institute of Management Bangalore, Bangalore 560076, India
Evangelos Markopoulos: Department of Business Analytics and Applied Economics, School of Business and Management, Queen Mary University of London, London E1 4NS, UK
Georgios Markopoulos: Department of Management, London School of Economics and Political Science, London WC2A 2AE, UK
Akash Nandi: Department of Economics, Harvard University, Cambridge, MA 02138, USA

Administrative Sciences, 2025, vol. 15, issue 3, 1-29

Abstract: This paper explores and compares two participatory management approaches—the Company Democracy Model and Holacracy—for their application within the Indian Ministry of Education. It emphasizes the need for innovative organizational techniques in the management of the public sector, particularly in light of the dynamic demands posed by the New Education Policy (NEP) 2020. The study evaluates how these approaches enhance employee engagement and improve the quality of deliverables. Lewin’s Field Force Analysis is utilized to examine the organization’s strategy. The study employs Kotter’s Change Model to assess the applicability of Holacracy—a decentralized, project-oriented system, characterized by its dynamic and self-organizing structures. This model is analyzed for its potential to meet the Ministry’s shifting priorities and to foster adaptability through autonomous teams. Conversely, the Company Democracy Model, which emphasizes employee-centric growth and decision-making within a tiered, spiral framework, is evaluated using the ADKAR Change Model. This model’s compatibility with the Ministry’s hierarchical structure and its potential to enhance participatory governance are key areas of focus. The study contributes novel insights by integrating change management theories with a refined presentation of the CDM pyramid and by introducing specific performance metrics for both models. By combining theoretical frameworks with practical applications, this paper offers a sustainable governance model suited to dynamic organizational environments.

Keywords: participative management; change management; strategy; leadership; education; company democracy; holacracy; innovation (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2025
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