Not really sure what the author had in mind, but he may be starting with a view of traditional, industrial age hierarchical management that is, as I believe, characterized by emphasis on local control and performance of vertical, functional sub-systems of the larger system, and results in sub-optimization of the larger system's performance.
I assume that by "holographic," he is refering to a structure that contrasts with "hierarchic." One might start with "horizontal" view of processes rather than the "vertical" functional hierarchies, and then move on to a deeper cross interaction of relationships between functions to support those processes, resulting in a complex, multi-dimensional view of the system that replaces the simplistic (and only marginally descriptive) pyramid of hierarchy.
Of course, that's just my opinion.
I could be wrong.