Royal Ottawa Health Care Group

Organizational alignment over four years

In late September, 2007 George Weber was recruited to be the interim CEO of the Royal Ottawa Health Care Group. He found an organization in significant disarray: functions operating in silos, a significant lack of focus, major financial issues, significant union dissatisfaction, unreasonable spans of control for front line supervisors, initiatives lacked coherence or alignment, and non-existent corporate priorities.

The Issue:

In late September, 2007 George Weber was recruited to be the interim CEO of the Royal Ottawa Health Care Group. He found an organization in significant disarray: functions operating in silos, a significant lack of focus, major financial issues, significant union dissatisfaction, unreasonable spans of control for front line supervisors, initiatives lacked coherence or alignment, and non-existent corporate priorities.

The Intervention:

Capelle Associates was engaged to complete an organization design review. The review included all 1,692 employees, of whom 48 were managers. The objectives were to develop an accurate picture of the current design, determine opportunities for improvement, and provide recommendations for a more optimal organization design. Following the acceptance of the assessment report, Capelle Associates was engaged to support the implementation.

Results:

ROHCG was designed as a Stratum 5 organization with four Stratum 4 functions. Thirty Suggested Actions recommended changes in a number of areas: ensuring consistent titles; clarifying accountabilities and authorities; Talent Pool to match people to positions; managerial leadership development; program silos; team building, particularly with multidisciplinary teams; organization planning and review; significant reduction of corporate teams, committees and councils; and the relationship between its two campuses. In March 2011 an implementation evaluation showed that many Suggested Action were completed, and a framework was in place for completing the implementation. Findings included:

  • Vertical alignment at Strata 5, 4 and 3, as measured by Time Span was requisite with the exception of one direct report of one Vice President;
  • Work on 86.7% of the Suggested Actions is virtually complete or more than half completes;
  • Respondents to the evaluation survey scored ROHCG’s having leading edge organization design practices at 7.3 on a 10-point Likert scale;
  • Work environment factors have increased dramatically from 2008 to 2010 as measured by the Worklife Pulse survey.

Project Information:

Industrial sector Types of organization Governance RO Stratum of the organization Number of Employees Labour relations Region Country
Not-for-Profit
5
1692 Unionized
North America
Canada
Types of interventions Specific functions targeted if any Strata in which RO interventions were used Approximate Years of project interventions
Levels-based strategic planning and or competitive analysis, Management audit, Senior management orientation to concepts, Time-span interviews, Levels of work complexity, Alignment of positions, Writing of requisite role / position descriptions, Managerial accountabilities and authorities, Training in effective managerial leadership practices, Cross functional accountabilities and authorities, Coordinating RO concepts and approaches with other organization improvement programs
CEO & general management
5, 4, 3, 2, 1
2005-08

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Project principals

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President & CEO at WebX Consulting Group
Chairman of the Board of Directors, Calian Group

Major organizations and consulting firms that provide Requisite Organization-based services

A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Founded as an assessment consultancy using Jaques's CIP methods, the US-based firm expanded to talent pool design and management, and managerial leadership practice-based work processes
requisite_coaching
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts.  His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Ron Capelle is unique in his multiple professional certifications, his implementation of RO concepts through well designed organization development methods, and his research documenting the effectiveness of his firm's interventions
A Toronto requisite organization-based consultancy with a wide range of executive coaching, training, organization design and development services.
A Sweden-based consultancy, Enhancer practices time-span based analysis, executive assessment, and provides due diligence diagnosis to investors on acquisitions.
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design
Requisite Organization International Institute distributes Elliott Jaques's books, papers, and videos and provides RO-based training to client organizations