Video directory
Notes about the video resources
Your GO Society is pleased to present this unique online collection of Videos and Audios made freely available to the international GO community.
These select media presentations provided to you via streaming video/webcasts and encompass:
- Important Interviews & Presentations on RO subjects from around the world;
- ICoverage of Special Workshops, Symposia & GO Conference proceedings;
- ICEO & Top-Level Government global application success stories in Industry, Government & Non-Profit/Religious organizations covering over 50 years;
- IDiscussions with key RO thought-leaders...and much more.
This collection is made possible by a truly global collaboration of many human resources, and exists due to the generous contributions of the...
- thoughtful time and experience shared by each of the presenters;
- time & talent given from GO Society volunteers working on this project;
- reduced costs given by our technical services providers; and
- financial sponsorships (really - this does not run on air alone)
- If these ideas are put into practice, Jock, they'll work for management, you'll see. But if the MD puts these ideas into practice there'll be trouble. And I cannot put off my appointment.
- An analysis of the power systems within which employment hierarchies work. Unless the situation is fully understood, joint policymaking won't feel real. The source of authority of a managing director is derived from three power groups. Any of these groups have the power to inhibit change and close the company down.
- Different groups interact through the chief executive. Factory managers are accountable to the managing director. Your union's policies through the local shop affect any policy I might want to introduce.
- Joint shop stewards committees are unstable. Negotiation, rather than majority voting, is likely to take over when issues arise. Every time one sees a committee constitution which lays down that members shall represent different groups of people with differing interests, then one has potentially an unstable committee.
- Simple negotiation occurs when unanimous agreement between parties is not necessary. Complex negotiation arises when all parties must agree. The most common example is in the employment hierarchy. If each group negotiates separately with management, that is where chaos starts.
- Is he asking us to give up the right to strike? No. Nobody could conceivably take away that right unless Parliament passed a law to that effect with severe penalties. A strike is a breach of the council constitution. One veto stops change.
- An analysis of the power systems within which employment hierarchies work. Unless the situation is fully understood, joint policymaking won't feel real. The source of authority of a managing director is derived from three power groups. Any of these groups have the power to inhibit change and close the company down.
- Different groups interact through the chief executive. Factory managers are accountable to the managing director. Your union's policies through the local shop affect any policy I might want to introduce.
- Joint shop stewards committees are unstable. Negotiation, rather than majority voting, is likely to take over when issues arise. Every time one sees a committee constitution which lays down that members shall represent different groups of people with differing interests, then one has potentially an unstable committee.
- Simple negotiation occurs when unanimous agreement between parties is not necessary. Complex negotiation arises when all parties must agree. The most common example is in the employment hierarchy. If each group negotiates separately with management, that is where chaos starts.
- Is he asking us to give up the right to strike? No. Nobody could conceivably take away that right unless Parliament passed a law to that effect with severe penalties. A strike is a breach of the council constitution. One veto stops change.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
- James, I'm getting very worried because of this series. There's too much to discuss both from their point of view and ours. These are very strange times and we won't deal with problems by sticking our heads in the sand. Time for frankness and be damned to secrecy.
- Every employee should have the right to subject a manager's decision to an appeal. Consideration of race, religion, political attitudes and union activities must not be permitted to enter into managerial assessments. Delay is the enemy of justice. We must have some proper means of correcting mistaken management decisions.
- Joan's appeal against being moved from his current job failed. With respect, you should never have granted his appeal. You should have been interviewing and warning Jones for the past three months. If what you say is correct, you'll now have to grin and bear Jones.
- Without such agreement, how could the following case be judged fairly? It really isn't any good having clear policies unless they are strictly administered. Appeal procedures are beneficial in other ways, too. By seeing how different managers behave in the various appeal situations that arise.
- appeal procedures discourage managers from making hastily or ill considered decisions about their subordinates. They assist in the training and development of managers. Soundly built appeal procedures have a great contribution to make to the running of all employment institutions.
- These films are based on the results of research carried out in the Glacier Metal Company Limited. There is one more in the series. I haven't got it yet. Good night, Mr Money.
- Every employee should have the right to subject a manager's decision to an appeal. Consideration of race, religion, political attitudes and union activities must not be permitted to enter into managerial assessments. Delay is the enemy of justice. We must have some proper means of correcting mistaken management decisions.
- Joan's appeal against being moved from his current job failed. With respect, you should never have granted his appeal. You should have been interviewing and warning Jones for the past three months. If what you say is correct, you'll now have to grin and bear Jones.
- Without such agreement, how could the following case be judged fairly? It really isn't any good having clear policies unless they are strictly administered. Appeal procedures are beneficial in other ways, too. By seeing how different managers behave in the various appeal situations that arise.
- appeal procedures discourage managers from making hastily or ill considered decisions about their subordinates. They assist in the training and development of managers. Soundly built appeal procedures have a great contribution to make to the running of all employment institutions.
- These films are based on the results of research carried out in the Glacier Metal Company Limited. There is one more in the series. I haven't got it yet. Good night, Mr Money.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
- So we get out of the old Glasgow office and sub it. The only question left is the timing. Put it up at the next board meeting. Perhaps you're right. You're tired. Then stop overdoing it and start by having an early night.
- Model procedure. Peels procedure council. Tend to grow larger and larger. One of the results of this growth is a rapid increase in the amount of confusion, anxiety and hostile behavior. The thought of major organizational change is worrying him. It's not change I'm suggesting, it's awareness.
- If organizations so formal, human relationships will suffer. Random confusion in organization produces anxiety, hostility and antisocial behavior. If we want to avoid such behavior, we must be able to organize better.
- Three ranks of management. Each manager has a staff officer attached. BS, CS and DS responsible for giving CS task instructions. B and BS are therefore co managers of CS. The worry now is the point of resistance. The plant managers are your problem, aren't they?
- Wherever an employment hierarchy exists, three other systems of roles interact with it. To get real managerial authority, I've got to have an appeal system. To make it work, I must have policies. How are you going to get all this agreement? With works councils.
- Work councils are company institutions. They can't deal with national problems. Set up a series of conferences in which you adapt this procedure agreement to the needs of Dunsyth with reps from all grades. These ideas aren't Panacea's for all problems but at least they get them into focus.
- Model procedure. Peels procedure council. Tend to grow larger and larger. One of the results of this growth is a rapid increase in the amount of confusion, anxiety and hostile behavior. The thought of major organizational change is worrying him. It's not change I'm suggesting, it's awareness.
- If organizations so formal, human relationships will suffer. Random confusion in organization produces anxiety, hostility and antisocial behavior. If we want to avoid such behavior, we must be able to organize better.
- Three ranks of management. Each manager has a staff officer attached. BS, CS and DS responsible for giving CS task instructions. B and BS are therefore co managers of CS. The worry now is the point of resistance. The plant managers are your problem, aren't they?
- Wherever an employment hierarchy exists, three other systems of roles interact with it. To get real managerial authority, I've got to have an appeal system. To make it work, I must have policies. How are you going to get all this agreement? With works councils.
- Work councils are company institutions. They can't deal with national problems. Set up a series of conferences in which you adapt this procedure agreement to the needs of Dunsyth with reps from all grades. These ideas aren't Panacea's for all problems but at least they get them into focus.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
- I come from a counseling and psychotherapy background and practice. I've had the opportunity to work with a lot of people who thought they were having emotional problems due to the lack of requisiteness in their their companies. What we tend to do in this almost magical way is we recreate in our adulthood situations that are repetitions of our childhood.
George Reilly
Organization: George Reilly Consulting
Country: Canada
Informations
Duration: 10:48
Language: English
Format:
Date: 2007
- Peter Taylor has been with BIOS or associated with BIOS since 1996. Adds to the CPA process to capture more information. Organisation, job design and development, leadership development coaching. Everything virtually is a three letter acronym.
- We tend to build up what we mean by work at level three. And then similar kind of approach in terms of level four. What we're talking about is recognizing the difference between the key elements of the work at levels three and four. It's trying to give people something to hang on to.
- What two activities have you left behind with relief and why? If people have moved from a level three role to a level four rule, or in that transition. And then we would move on to looking at the work in a bit more detail.
- The first session would be around the diagnostics building, rapport with people. The second session would focus on what they can do to develop themselves. The third, fourth, fifth and sixth sessions would then focus on developing their career. Finally, developing the action plan and reviewing it with them.
- We tend to build up what we mean by work at level three. And then similar kind of approach in terms of level four. What we're talking about is recognizing the difference between the key elements of the work at levels three and four. It's trying to give people something to hang on to.
- What two activities have you left behind with relief and why? If people have moved from a level three role to a level four rule, or in that transition. And then we would move on to looking at the work in a bit more detail.
- The first session would be around the diagnostics building, rapport with people. The second session would focus on what they can do to develop themselves. The third, fourth, fifth and sixth sessions would then focus on developing their career. Finally, developing the action plan and reviewing it with them.
Peter Taylor
Organization: bioss europe
Country:
Informations
Duration: 20:51
Language: English
Format:
Date: 2007
- The reason I put this slide up here is that development is not linear. Development can be done in a scale free network, which means that we have a system called Power Law distribution. When you get an opportunity for requisite, you have to find the meaningful few.
- Coaching is important because it links together so many different developmental pieces. Valuing is at the center of everything including those decision points in your brain. If you're not able to understand how to get us into leadership as coaches then we're going to create a real problem.
- The other thing is that a lot of people ask me mike, what are the secrets of effectiveness for 3456? One of the things I like to do in Requisite is to organize these people into developmental team so we can get formal feedback from them.
- Requisite is a 26 week intervention. The levels of work could be contrasted with levels of self. The idea is to give people the freedom and the flow to be themselves and to produce in ways that really help the company.
- 70% of climate of organizational climate is predicted by managerial style. You have to coach in design because you do not have the resources to change the system all at once. That begins to create what Deming called demand pull. Bringing people to you, bringing people to the system.
- Coaching is important because it links together so many different developmental pieces. Valuing is at the center of everything including those decision points in your brain. If you're not able to understand how to get us into leadership as coaches then we're going to create a real problem.
- The other thing is that a lot of people ask me mike, what are the secrets of effectiveness for 3456? One of the things I like to do in Requisite is to organize these people into developmental team so we can get formal feedback from them.
- Requisite is a 26 week intervention. The levels of work could be contrasted with levels of self. The idea is to give people the freedom and the flow to be themselves and to produce in ways that really help the company.
- 70% of climate of organizational climate is predicted by managerial style. You have to coach in design because you do not have the resources to change the system all at once. That begins to create what Deming called demand pull. Bringing people to you, bringing people to the system.
Mike R. Jay
Organization:
Country:
Informations
Duration: 14:53
Language: English
Format:
Date: 2007
Part of a panel on RO in Health Policy & Service Delivery Organizations
- I come here from two directions. One has to do with organizational development in healthcare. The other is from the field of system dynamics. And what I realized when I talked to my colleagues is that the problems are exactly the same everywhere.
- One title is one I've been playing around with for quite a long time. I call the mess in health care. It's something that is going on in the hospital. What goes on in a hospital is absolutely the maximum on variation. People tend to get ill in a very different way.
- Swedish National Conference on Patient Health Quality issues. There's discussion using statistics from the US where there's about 100,000 deaths a year due to errors in the system. The move that I perceive could be from individual accountability to system accountability.
- One title is one I've been playing around with for quite a long time. I call the mess in health care. It's something that is going on in the hospital. What goes on in a hospital is absolutely the maximum on variation. People tend to get ill in a very different way.
- Swedish National Conference on Patient Health Quality issues. There's discussion using statistics from the US where there's about 100,000 deaths a year due to errors in the system. The move that I perceive could be from individual accountability to system accountability.
Paul Holmstrom
Organization: Paul Holmstrom Management AB
Country:
Informations
Duration: 13:37
Language: English
Format:
Date: 2007
- I'm going to talk about a project that Steve Clement and I did 92, 92, having to do with the reorganization of the Army Medical Department. We reorganized it as an example and wrapped underneath it all the levels of support services. There's much to say about how a model like that, I think, can work.
- The military healthcare system is different than the VA system. There is direct care, that is, those patients we see directly within our hospitals and clinics. Also had responsibility in another role for the TRICARE contract. Which was 1.2 million beneficiaries we spent.
- The military healthcare system is different than the VA system. There is direct care, that is, those patients we see directly within our hospitals and clinics. Also had responsibility in another role for the TRICARE contract. Which was 1.2 million beneficiaries we spent.
Stephen N. Xenakis
Organization: US Army
Country: USA
Informations
Duration: 5:09
Language: English
Format:
Date: 2007
- The seminar is a variation of the On Leadership Seminar that Harry Levinson has been teaching for 45 years. The slides are used in training physician executives at our Harvard Medical School seminar. I find this is a very powerful way of engaging any group in any organizational setting.
Gerald A. (Gerry) Kraines
Organization: The Levinson Institute Inc.
Country:
Informations
Duration: 4:23
Language: English
Format:
Date: 2007
- There are two worlds. We try to impose our will on the physical world. And then there's the personal world, experiential, imaginative consciousness. Medicine today is very different to the way it was in the 40s. The world changes. What you see changes.
- There are four types of functions and we found that functions operate over four levels. Medicine in this situation is a specialized assessment function. At level three and at level four, we're talking about responsibilities for the medical function. Something that nobody but a doctor can deal with.
- In all three of the vertical functions, what you see is the nurse is at the top of their function. The doctor is moderately strong. How they're going to manifest in any particular culture, in any health system, will vary.
- There are four types of functions and we found that functions operate over four levels. Medicine in this situation is a specialized assessment function. At level three and at level four, we're talking about responsibilities for the medical function. Something that nobody but a doctor can deal with.
- In all three of the vertical functions, what you see is the nurse is at the top of their function. The doctor is moderately strong. How they're going to manifest in any particular culture, in any health system, will vary.
Warren Kinston
Organization: The SIGMA Center Ltd.
Country:
Informations
Duration: 10:50
Language: English
Format:
Date: 2007
Video of Mark's presentation at the 2007 World Conference
Speaker A discusses his journey exploring the concept of "work" over the past 25+ years. He was frustrated that clients didn't understand what they wanted in executives, so he researched the nature of work through 500 CEO interviews. He connected with thought leaders like Elliott Jaques to build an integrated perspective on work levels, career development, and requisite organization. A key insight was that career stages mapped to work levels. He aims to define work to improve hiring and evaluation.
Mark Van Clieaf
Organization: MVC Associates International
Country: USA
Informations
Duration: 5:20
Language: English
Format:
Date: 2007
- I began working with Elliot in 1990 with a big project with Pablo. We began to put together a consultancy tool. It allowed us to do large scale gearing sessions that weren't possible otherwise. Now the software is going into beta with two clients in about four or five weeks.
- Software has to, I think, eventually support all of Requisite organization. It's got to satisfy the needs for talent assessment, talent development, sesh, context. It needs to support people in their need for transparency to know how they've been assessed.
- The tool can be used for reorganization, designing new organizations and seeing do we have the capability in our current organization to populate that new organization. The tool can also be used to help with succession planning.
- Software has to, I think, eventually support all of Requisite organization. It's got to satisfy the needs for talent assessment, talent development, sesh, context. It needs to support people in their need for transparency to know how they've been assessed.
- The tool can be used for reorganization, designing new organizations and seeing do we have the capability in our current organization to populate that new organization. The tool can also be used to help with succession planning.
Gerald A. (Gerry) Kraines
Organization: The Levinson Institute Inc.
Country:
Informations
Duration: 21:12
Language: English
Format:
Date: 2007
- The actual management of the company in combat is a matter of coordinating the movement of platoons. The next level up, the added complexity is largely the addition of a staff. How big should these operations be? 60.
- Complexity is getting more capable, et cetera. Same phenomena is happening in industry. We've pushed complexity down because you're in a global environment. Industry is going global, and so their complexity also is being pushed up.
- Smaller seems to be more adaptive, more agile, more flexible. When business units came in, then the marketplace went global. And so you could begin to see the business unit get smaller in terms of competing. Now you're going to see level four or five business units or 16.
- Complexity is getting more capable, et cetera. Same phenomena is happening in industry. We've pushed complexity down because you're in a global environment. Industry is going global, and so their complexity also is being pushed up.
- Smaller seems to be more adaptive, more agile, more flexible. When business units came in, then the marketplace went global. And so you could begin to see the business unit get smaller in terms of competing. Now you're going to see level four or five business units or 16.
Stephen D. Clement
Organization: Organizational Design Inc.
Country:
Informations
Duration: 19:59
Language: English
Format: Panel
Date: 2007
- Our military does a very poor job of finding future potential. What we do is we constantly prepare for the next war. Most officers are probably at least mode four. Some go out and some go up quickly. How do we how do you recognize talent?
- I think people are overestimating the number of people who are capable of operating at a very high level in society. Our education system is educating for a level. What's new is putting it all together in a total system.
- One of the things to keep in mind about progression in the military from one level to another. You have to survive at the tactical and operational level to be a strategic leader. High potential people at any level are difficult to manage because they work to their capability.
- I think people are overestimating the number of people who are capable of operating at a very high level in society. Our education system is educating for a level. What's new is putting it all together in a total system.
- One of the things to keep in mind about progression in the military from one level to another. You have to survive at the tactical and operational level to be a strategic leader. High potential people at any level are difficult to manage because they work to their capability.
Stephen D. Clement
Organization: Organizational Design Inc.
Country:
Informations
Duration: 18:17
Language: English
Format: Panel
Date: 2007
- Elliot Keen: There are strong implications about the future which go beyond just improving organizations. Keen: The foundations for true economic science have to be found in behavioral science, not in economics itself. He says the future of economics is the inside workings of organizations.
- All form of lives use these organical processes, which are four and only four. Think of a CEO of a financial holding planning whether or not to make a hostile acquisition of a company. All single cell creatures are declarative and so on. Why is this significant in humans and no other species?
- Harold Bloom says leadership is an exclusively human phenomenon. To create a good society, we need our genes plus a good system of constructive constraints. The bulk of social responsibility is in having good systems, Bloom says. That's where real corporate responsible social responsibility lies.
- All form of lives use these organical processes, which are four and only four. Think of a CEO of a financial holding planning whether or not to make a hostile acquisition of a company. All single cell creatures are declarative and so on. Why is this significant in humans and no other species?
- Harold Bloom says leadership is an exclusively human phenomenon. To create a good society, we need our genes plus a good system of constructive constraints. The bulk of social responsibility is in having good systems, Bloom says. That's where real corporate responsible social responsibility lies.
Harald Solaas
Organization: Universidad de Belgrano
Country: Argentina
Informations
Duration: 24:28:00
Language: English
Format: Lecture
Date: 2007
- In 2015, it will be the 800th anniversary of the Magna Carta. The gap between the rich and the poor is growing. Warren: Some of the impacts of our economic efforts might be coming home to give us a bigger set of problems.
- Most of us live in countries where democracy is kind of the deal. But it comes in many forms. Canadian democracy and American democracy and British democracy are dramatically different. There's a dynamic thing about forms and structures of democracy.
- Is this managerial hierarchy at work? Sometimes it's the citizens, sometimes it's a direct election. Who is attractive to an elite group and who's attractive to the citizens? Do you think the level of sophistication of the typical voter in Scandinavia is the same as the Typical voter in Chad?
- Most of us live in countries where democracy is kind of the deal. But it comes in many forms. Canadian democracy and American democracy and British democracy are dramatically different. There's a dynamic thing about forms and structures of democracy.
- Is this managerial hierarchy at work? Sometimes it's the citizens, sometimes it's a direct election. Who is attractive to an elite group and who's attractive to the citizens? Do you think the level of sophistication of the typical voter in Scandinavia is the same as the Typical voter in Chad?
Jack Fallow
Organization: Centre for Organization Effectiveness Ltd
Country: USA
Informations
Duration: 17:10
Language: English
Format: Lecture
Date: 2007
- Ken Starr wants to change the dominant paradigm of organizations over the next 15 years. For him, it starts with the engineering. How do you get people to do things? And won't that end up in an innovative culture?
- The major thing I find missing in the application of requisite organization is managerial accountability, managerial authority. What gets heard, if anything, is re engineer your processes and maybe train your people of what Elliott said. This is something to do with how we have to move things forward.
- The major thing I find missing in the application of requisite organization is managerial accountability, managerial authority. What gets heard, if anything, is re engineer your processes and maybe train your people of what Elliott said. This is something to do with how we have to move things forward.
Herb Koplowitz
Organization: Terra Firma Management Consulting
Country:
Informations
Duration: 16:42
Language: English
Format: Lecture
Date: 2007
Strategic Organization: Introduction to Organization Design Based on Requisite Organization Concepts
- It's a great honor to be back in Argentina. My wife Cynthia and I spent a good part of four years here in the early ninety s. Argentina has been at the forefront of experimenting and applying the principles of requisite organization and organizational design.
- In developing requisite organization, Elliot Jacks created a leadership system that captures the basis of accountability and creativity simultaneously. How do we implement that strategy in a way that allows us to employ people creatively, but to maintain the control so that we can implement the strategy?
- Managers need to hold subordinates accountable for both for what they do and how well they do it. Employees earn their keep by making ambitious commitments in the first place. Earning one's keep means working at the level of effectiveness required of the role. This is where the economic value comes from our employees creative initiative.
- A culture of accountability has as a prerequisite the notion that consequences are appropriately applied. The consequences have to be fully aligned on the positive side, not just the negative side. All employees are accountable for keeping their word and earning their keep. Managers need to hold them accountable for doing so.
- Elliot Jacks discovered an underlying property of structure in all managerial systems across the world. He also developed an architectural set of principles about the different functions that are necessary to conduct business. He stressed the importance of having systems and understanding how systems need to work.
- Requisite organization allows for the translation of strategy into the right structures and processes. For diagnosing and mitigating both organizational gaps and talent gaps. Those who understand the value of requisite organization will find it personally very rewarding.
- In developing requisite organization, Elliot Jacks created a leadership system that captures the basis of accountability and creativity simultaneously. How do we implement that strategy in a way that allows us to employ people creatively, but to maintain the control so that we can implement the strategy?
- Managers need to hold subordinates accountable for both for what they do and how well they do it. Employees earn their keep by making ambitious commitments in the first place. Earning one's keep means working at the level of effectiveness required of the role. This is where the economic value comes from our employees creative initiative.
- A culture of accountability has as a prerequisite the notion that consequences are appropriately applied. The consequences have to be fully aligned on the positive side, not just the negative side. All employees are accountable for keeping their word and earning their keep. Managers need to hold them accountable for doing so.
- Elliot Jacks discovered an underlying property of structure in all managerial systems across the world. He also developed an architectural set of principles about the different functions that are necessary to conduct business. He stressed the importance of having systems and understanding how systems need to work.
- Requisite organization allows for the translation of strategy into the right structures and processes. For diagnosing and mitigating both organizational gaps and talent gaps. Those who understand the value of requisite organization will find it personally very rewarding.
Gerald A. (Gerry) Kraines
Organization: The Levinson Institute
Country:
Informations
Duration:
Language: English
Format: Lecture
Date:
- Requisite was a way of aligning employee goals with those of the organization. As a result of this restructuring, for the first time in the history of English, every job was filled by an individual who could work at that level. It's lasted in Novas for 18 years.
- The theory really did help me understand what career development was all about. Your organization structure must be designed properly and you must have the right people for the roles. Once you've tasted what it is truly like to work in a requisite structure, to go back would be impossible.
- The theory really did help me understand what career development was all about. Your organization structure must be designed properly and you must have the right people for the roles. Once you've tasted what it is truly like to work in a requisite structure, to go back would be impossible.
Organization:
Country:
Informations
Duration:
Language: English
Format:
Date:
- Making hierarchies better able to serve social and psychological as well as economic needs. It helps when you're needing to downsize because of some financial constraints and challenges. It has helped a lot now in terms of growing the organization.
- The words we use are people, are the business. Systems really drove the behavior of the organization. In the last 15 months since we've been implementing requisite principles and rebuilding our business processes, we have been the highest performing mining stock. You can make 5 to 7% per annum systematic improvement as a result of handling managerial effectiveness better.
- The words we use are people, are the business. Systems really drove the behavior of the organization. In the last 15 months since we've been implementing requisite principles and rebuilding our business processes, we have been the highest performing mining stock. You can make 5 to 7% per annum systematic improvement as a result of handling managerial effectiveness better.
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Language:
Format:
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- A new CEO and a new human resource manager asked our help in order to install a conversation inside the organization about talent pool and talent management. The project has three steps. The first one is mostly focus on design, the second one in training and the third one is implementation.
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Project supported by Ronald Capelle of Capelle Associates
The project at Canadian Pacific was a comprehensive organizational redesign that addressed several key issues through a structured approach involving assessment, implementation, and a focus on clear accountabilities and role definitions. This led to significant improvements in efficiency, decision-making, and talent management.
Peter Edwards, VP HR
Organization:
Country:
Informations
Duration:
Language: English
Format:
Date: 2012
Presentation in the Sharing our Professional Practice workshop at the 2012
- In our first conference in 2005, we had a session on measuring and researching what we do. The potential for being able to track various important indicators related to HR and other things that may be very interesting. But despite it being online, inexpensive, fairly easy to do, our consultants companies are not yet hitting on it.
- A task should account for 5% or more of someone's work. The average we find is ten or twelve. Where task alignment is important is in situations where there's lack of clarity between stratum one and stratum two work. Potential annual cost savings works out to about $10,000 per professional.
- We've got 23 research projects that are going into the book. The single most important factor in organization design is the manager direct report relationship. The third one is financial performance. There is a huge potential for improvement in organizations.
- Time span correlates very highly with other job evaluation systems. The advantage of time span is that you've got clear boundaries. The bulk of clients have not taken time span as their new job evaluation system. There is no relationship between span of control and employee satisfaction.
- A better manager direct report alignment leads to a better relationship with manager. Research shows that the relationship with the manager is related to customer satisfaction, financial performance. There are some specific things that are doable to make those situations different and better.
- In terms of our work, we do use compensation, but we don't use Felt Fair pay. When we go into an organization and do an assessment, we like the idea of having converging data to understand the roles.
- A task should account for 5% or more of someone's work. The average we find is ten or twelve. Where task alignment is important is in situations where there's lack of clarity between stratum one and stratum two work. Potential annual cost savings works out to about $10,000 per professional.
- We've got 23 research projects that are going into the book. The single most important factor in organization design is the manager direct report relationship. The third one is financial performance. There is a huge potential for improvement in organizations.
- Time span correlates very highly with other job evaluation systems. The advantage of time span is that you've got clear boundaries. The bulk of clients have not taken time span as their new job evaluation system. There is no relationship between span of control and employee satisfaction.
- A better manager direct report alignment leads to a better relationship with manager. Research shows that the relationship with the manager is related to customer satisfaction, financial performance. There are some specific things that are doable to make those situations different and better.
- In terms of our work, we do use compensation, but we don't use Felt Fair pay. When we go into an organization and do an assessment, we like the idea of having converging data to understand the roles.
Ronald Capelle
Organization:
Country:
Informations
Duration: 1 hour
Language: English
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Date: 2012
In a detailed presentation involving key personnel from Capital Power and EPCOR, the focus was on organizational restructuring and human resources strategies following the demerger of these entities. Brian Vaggio, CEO of Capital Power, was absent, but Scott Bratley and Peter Arnold led the discussion. Peter Arnold, the Senior Vice President of HR at Capital Power, discussed the strategic decision to spin off Capital Power from EPCOR through an IPO to facilitate growth in both the water and power sectors. This spin-off allowed Capital Power to operate independently, enhancing its ability to raise capital and focus on energy trading without city interference, mimicking a publicly traded company structure.
The discussion covered the importance of organizational design in aligning positions and matching personnel effectively during the demerger. The rapid implementation process prior to the IPO required swift and strategic alignment of teams and roles within both organizations. Arnold highlighted the cross-functional accountabilities and business planning processes that have been critical in maintaining operational efficiency and strategic focus post-restructuring. Additionally, the session emphasized the need for ongoing engagement and strategic involvement of HR to sustain organizational design and align it with business objectives, ensuring long-term viability and adaptability of the new structures.
The discussion covered the importance of organizational design in aligning positions and matching personnel effectively during the demerger. The rapid implementation process prior to the IPO required swift and strategic alignment of teams and roles within both organizations. Arnold highlighted the cross-functional accountabilities and business planning processes that have been critical in maintaining operational efficiency and strategic focus post-restructuring. Additionally, the session emphasized the need for ongoing engagement and strategic involvement of HR to sustain organizational design and align it with business objectives, ensuring long-term viability and adaptability of the new structures.
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Date: 2012
- Barry and Sheila Dean have developed a tool that helps managers do their work. It's a form of subversion influence. What we found is that our clients have picked it up and started using it. For every business system there's a workaround.
- We use a tool that we developed for ourselves as an engagement tool. The purpose is how to engage the manager to help guide them through some questions. What they enjoy is the hands on nature of it. This is something you'll use over time and your judgment sharpens over time.
- Each person in their team is offered only if they've got evidence based judgments to make, a contribution to make. It gives them an opportunity to have a good discussion with the manager if need be. Eventually, if they look at it every three months, it's a 1 hour session.
- About four companies so far have dropped caught onto it. The number of managers who are using it is more relevant. How many? Oh, a couple of hundred. Probably several hundred. Other questions.
- The CAC measure is a performance judgment by the manager. The complete capability profile is made up of the story knowledge, Skills, Experience, Values, Preference and Inhibitors. deficits in knowledge, skills and Experience will lower the level at which a person's working.
- We use a tool that we developed for ourselves as an engagement tool. The purpose is how to engage the manager to help guide them through some questions. What they enjoy is the hands on nature of it. This is something you'll use over time and your judgment sharpens over time.
- Each person in their team is offered only if they've got evidence based judgments to make, a contribution to make. It gives them an opportunity to have a good discussion with the manager if need be. Eventually, if they look at it every three months, it's a 1 hour session.
- About four companies so far have dropped caught onto it. The number of managers who are using it is more relevant. How many? Oh, a couple of hundred. Probably several hundred. Other questions.
- The CAC measure is a performance judgment by the manager. The complete capability profile is made up of the story knowledge, Skills, Experience, Values, Preference and Inhibitors. deficits in knowledge, skills and Experience will lower the level at which a person's working.
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A video of a workshop presentation by Don Fowke at the 2012 GO Conference in Calgary
- Don and I have been friends and colleagues on working on major projects at Tembec over many years. He is working with clients, developed talent management software. Now doing systematic assessments in a major company leading to good talent pool management.
- Talent management focuses on development of the person, really. In terms of development, is helping the individual manage the turns. In some companies, particularly the technical companies, the problem often is that they're not very good at handling the subordinate relationship.
- I would say it's been a mixed success. Some executives have grabbed it and used it very effectively, and others have not felt they were able to do it. I think any supports we can put into the Mor process, the better off we are.
- As companies get bigger, their tendency is to do more paperwork and more and more reports. Graham: Are we trying to replicate with our managers what we did with our kids? The whole problem boils down to whether we've got work that being done at the right level.
- Talent management focuses on development of the person, really. In terms of development, is helping the individual manage the turns. In some companies, particularly the technical companies, the problem often is that they're not very good at handling the subordinate relationship.
- I would say it's been a mixed success. Some executives have grabbed it and used it very effectively, and others have not felt they were able to do it. I think any supports we can put into the Mor process, the better off we are.
- As companies get bigger, their tendency is to do more paperwork and more and more reports. Graham: Are we trying to replicate with our managers what we did with our kids? The whole problem boils down to whether we've got work that being done at the right level.
Don Fowke
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Graham CEO at 2012 Conference
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Graham VP HR at 2012 Conference
A presentation to:
The Executive Symposium in Organization Design
at the
Global Organization Design World Conference
Let's Get It Done! Organizing for Results!
November 15, 2012
Calgary, Alberta, Canada
The Executive Symposium in Organization Design
at the
Global Organization Design World Conference
Let's Get It Done! Organizing for Results!
November 15, 2012
Calgary, Alberta, Canada
Organization:
Country:
Informations
Duration:
Language: English
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Date: 2012
- So individual assessments, we'll start with calibration sessions. I'm still curious about how many of you use the description of the nature of work versus time span. How does this influence trust and fairness in the organization?
- Research Needs I am usually again, working as a wholesale consultant under the umbrella of another consultant. One of the things I would love to see is the clients who use us for this type of work, if we could gather data and then go back and see who they hired. We're pushing one of our clients to get there.
- The best anecdotal evidence we have around accuracy of pre hire judgments versus on the job performance is. And then that leads me back to this comment around serial connections. I have personally tightened up a little bit in what I'm allowing as a serial connection.
- My next question to Elliot would be, why did you name that fourth structure parallel processing? For a long time I had that word stuck in my head. I've come up with some ideas around what I call mode glare and mode drag.
- The highest and best use of the controller role is supervisory. At three, you can flat out ask people for things and if they're not there, they won't give it to you. You won't hear the true recognition of the trade offs in the balancing unless they're at four.
- Michelle: Do you think there's a correlation between what your capability needs to be in order to assess high level of capability? Don: There's probably a minimum mode that's necessary. When you get two levels higher, it starts to get fuzzy.
- Research Needs I am usually again, working as a wholesale consultant under the umbrella of another consultant. One of the things I would love to see is the clients who use us for this type of work, if we could gather data and then go back and see who they hired. We're pushing one of our clients to get there.
- The best anecdotal evidence we have around accuracy of pre hire judgments versus on the job performance is. And then that leads me back to this comment around serial connections. I have personally tightened up a little bit in what I'm allowing as a serial connection.
- My next question to Elliot would be, why did you name that fourth structure parallel processing? For a long time I had that word stuck in my head. I've come up with some ideas around what I call mode glare and mode drag.
- The highest and best use of the controller role is supervisory. At three, you can flat out ask people for things and if they're not there, they won't give it to you. You won't hear the true recognition of the trade offs in the balancing unless they're at four.
- Michelle: Do you think there's a correlation between what your capability needs to be in order to assess high level of capability? Don: There's probably a minimum mode that's necessary. When you get two levels higher, it starts to get fuzzy.
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2012 Conference: Mickey Jawa, Azucena Gorbaran and Barry Deane
- A client of ours asked Dr. Tim Murray to help them achieve strategic alignment at the top of their organization. Murray used a Japanese methodology called Hoshin Canri. Canri means shining destination. As you listen to the story, I want you to contextualize the story with the filter of what's next?
- There are four dimensions strategy, structure, culture and processes. Sometimes the disconnection is between the essence and the form. We need to have a long term project clearly defined and sincere and honest. It demands to reinvent completely the way the organization has to work.
- Elliot Jacks was the one who coined the culture of the factory. He disowned that method. His method is highly rational. Asusena has reincorporated the need for this look.
- "We wanted to get both before you in this important link between strategy and structure. Integration between what Asusena has said and what Mickey is asking I think is very helpful " The next part is now looking at tying the strategy to the lateral processes.
- We'd like to get some input from those of you who have had this experience and how you've linked the vertical more requisite analysis with the lateral. Have you worked with theory of constraints in your organization?
- I've been deliberately visiting different professional associations in this field and looking at where to integrate the vertical and the lateral. I would love to invite them as special guests here to examine the potential synergies. The more proactive chance is to market with some kind of integrated approach.
- There are four dimensions strategy, structure, culture and processes. Sometimes the disconnection is between the essence and the form. We need to have a long term project clearly defined and sincere and honest. It demands to reinvent completely the way the organization has to work.
- Elliot Jacks was the one who coined the culture of the factory. He disowned that method. His method is highly rational. Asusena has reincorporated the need for this look.
- "We wanted to get both before you in this important link between strategy and structure. Integration between what Asusena has said and what Mickey is asking I think is very helpful " The next part is now looking at tying the strategy to the lateral processes.
- We'd like to get some input from those of you who have had this experience and how you've linked the vertical more requisite analysis with the lateral. Have you worked with theory of constraints in your organization?
- I've been deliberately visiting different professional associations in this field and looking at where to integrate the vertical and the lateral. I would love to invite them as special guests here to examine the potential synergies. The more proactive chance is to market with some kind of integrated approach.
Mickey Jawa
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Duration: 25 min
Language: English
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Date: 2012
- Novus has an annual process of reviewing roles, structure, and talent pool. At Novus, everything is about business strategy. We have quarterly communications meeting meetings where the CEO and the executive leadership teams provide updates on our strategy.
- I want to thank Maria for her excellent overview of our process and also her attention with the organization. First time that we've actually taken the prep process down to our lowest level of leaders. Together, we are challenged by a few things in our growth. And also we're challenged in markets where the competitive external market works differently.
- How do we deal with markets like Asia, for example, when the talent tends to look externally to title and promotion. How do we equilibrate across the organization our sales structure? This is a significant challenge for us.
- There is a lot of pressure and compression at the three level, both in terms of cost containment for the organization as well as external. The career path issue exists across functions and is an issue that we need to address as we grow.
- Can you remind us of the other question and see if there are questions to clarify that before we break? The other question is how do I address or how does Novus address traditional career pathing that happens in the marketplace? That is, more time and place in promotion.
- Novus has a unique opportunity to use the Internet and Skype. Set up a monitoring of the relationship between your Novus person and the key strategic customer. Monitoring the relationship will give you a leading indicator.
- I want to thank Maria for her excellent overview of our process and also her attention with the organization. First time that we've actually taken the prep process down to our lowest level of leaders. Together, we are challenged by a few things in our growth. And also we're challenged in markets where the competitive external market works differently.
- How do we deal with markets like Asia, for example, when the talent tends to look externally to title and promotion. How do we equilibrate across the organization our sales structure? This is a significant challenge for us.
- There is a lot of pressure and compression at the three level, both in terms of cost containment for the organization as well as external. The career path issue exists across functions and is an issue that we need to address as we grow.
- Can you remind us of the other question and see if there are questions to clarify that before we break? The other question is how do I address or how does Novus address traditional career pathing that happens in the marketplace? That is, more time and place in promotion.
- Novus has a unique opportunity to use the Internet and Skype. Set up a monitoring of the relationship between your Novus person and the key strategic customer. Monitoring the relationship will give you a leading indicator.
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Michael MacSween
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Duration: 32 min
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Date: 2012
- Anne Marie: I first met Adrian first. Sue Simonton is in Overcom Inc. And then that's where I met both Mike and you, Anne Marie. People with the kind of capability that these people have very quickly recognized some of the power and the opportunity that were in these principles.
- Anne Marie: We need to get something that's very structured. Adrienne, who actually worked for me in the mine at one point in time, will describe some of the four key implementation essentials.
- L Three hit a bit of a roadblock at L Three. The next step was the requirement for a pretty comprehensive project implementation plan. We touched many stakeholders. We had to have the strategic patience to take it from the structure it was to the equipment operator.
- Ten years into a cultural change around safety, something we call our journey to zero. Recordable injury frequency for mining operations was zero point 46 last year. Fewer people said they were unclear about their role accountabilities in the mine. Still not perfect, but it's a signal and a metric in the right direction.
- Having the alignment of all the functions required to support the business would be advantageous. The infrastructure, It. Adrian talked about really teaching and building that competency of the line to understand Ro principles. This has paid off in spades.
- There has to be a foundation somewhere in your company. In a large organization like we are, we need internal professional capability. We have talked about some basic CBTS for new employees joining our organization. Getting it really foundational into the organization has been some of the successes.
- Anne Marie: We need to get something that's very structured. Adrienne, who actually worked for me in the mine at one point in time, will describe some of the four key implementation essentials.
- L Three hit a bit of a roadblock at L Three. The next step was the requirement for a pretty comprehensive project implementation plan. We touched many stakeholders. We had to have the strategic patience to take it from the structure it was to the equipment operator.
- Ten years into a cultural change around safety, something we call our journey to zero. Recordable injury frequency for mining operations was zero point 46 last year. Fewer people said they were unclear about their role accountabilities in the mine. Still not perfect, but it's a signal and a metric in the right direction.
- Having the alignment of all the functions required to support the business would be advantageous. The infrastructure, It. Adrian talked about really teaching and building that competency of the line to understand Ro principles. This has paid off in spades.
- There has to be a foundation somewhere in your company. In a large organization like we are, we need internal professional capability. We have talked about some basic CBTS for new employees joining our organization. Getting it really foundational into the organization has been some of the successes.
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A keynote presentation to the 2014 GO World Conference in NYC by Ron Capelle summarizing his book Optimizing Org Design
In his keynote address, Dr. Ron Capelle discusses Optimizing Organization Design. This approach is based on over 100 large scale projects and 24 research studies that have been completed over the past 25 years. They show that this approach leads to better employee satisfaction, client satisfaction and employee performance. Ron presents some of the key features of this approach, including comprehensive assessment and implementation methods and the use of benchmarking databases.
Ron Capelle
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Duration: 1:00:16
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Date: Tuesday Aug 5, 2014
- For the first time, the Society has decided to institute a Lifetime Achievement Award. Ken Craddock has developed and written six editions of the Requisite Organization Annotated Bibliography. We congratulate and thank him for that work and George Weber will make the presentation.
- Kenneth Craddock was awarded the Lifetime Achievement Award for 20 years of achievement in management science and organization design. Craddock put together a blog with about five movies on it which you can get at the website. It's also intended to help consultants because, underneath your golden tongues, you now have research you can cite.
- Ken Craddock's work shows links between reckless organization and other so-called popular theories of management. He has agreed to take his feet down off the Ottoman and will continue to support research by academics and graduate students. He will also help improve the website.
- Kenneth Craddock was awarded the Lifetime Achievement Award for 20 years of achievement in management science and organization design. Craddock put together a blog with about five movies on it which you can get at the website. It's also intended to help consultants because, underneath your golden tongues, you now have research you can cite.
- Ken Craddock's work shows links between reckless organization and other so-called popular theories of management. He has agreed to take his feet down off the Ottoman and will continue to support research by academics and graduate students. He will also help improve the website.
Ken Shepard, Don Fowke, George Weber and Ken Craddock
Organization: Global Organization Design Society
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Duration: 12:26
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Date: Sunday Aug 3, 2014
- Zandy Rein Sagan is the chief operating officer at San Antonio Federal Credit Union. She says it's important for managers to teach other people about Requisite principles. She has not seen Sandy's presentation, but is looking forward to hearing how it went.
- The company combined Requisite principles with project management principles. Everybody knew exactly what their role was and how it was different from their manager. It took two years to get the right people in the right roles. But the transformation finally clicked.
- Home banking, mobile Banking audio Response we had to build an Eservices team for that focus. Ultimately the self service channel is a business. We were so late with mobile banking because USAA is in our space. I really believe we wouldn't have been able to do what we needed to do if we weren't already modeling and living requisite.
- I'm not the CIO anymore. I actually run the whole direct business now. The future is about the technology aspect of our direct business. Our branches are way bigger than they need to be. People have to be comfortable with technology to use it.
- Headcount has stayed around 676, 80 throughout all of this. Most of the elimination of roles has been in the branches. We're gaining efficiency just through design. Employee camped amazingly through a lot of change. The assets are shrinking by design.
- Did you follow a global one like a PMI? And then did you leverage the PM tools more? Or did you also bring in the Ro tools like Qqtr and to roll that out?
- The company combined Requisite principles with project management principles. Everybody knew exactly what their role was and how it was different from their manager. It took two years to get the right people in the right roles. But the transformation finally clicked.
- Home banking, mobile Banking audio Response we had to build an Eservices team for that focus. Ultimately the self service channel is a business. We were so late with mobile banking because USAA is in our space. I really believe we wouldn't have been able to do what we needed to do if we weren't already modeling and living requisite.
- I'm not the CIO anymore. I actually run the whole direct business now. The future is about the technology aspect of our direct business. Our branches are way bigger than they need to be. People have to be comfortable with technology to use it.
- Headcount has stayed around 676, 80 throughout all of this. Most of the elimination of roles has been in the branches. We're gaining efficiency just through design. Employee camped amazingly through a lot of change. The assets are shrinking by design.
- Did you follow a global one like a PMI? And then did you leverage the PM tools more? Or did you also bring in the Ro tools like Qqtr and to roll that out?
Zandy Reinshagen
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Duration: 39 min
Language: English
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Date: Tuesday August 5, 2014
- So I'd like to introduce Ian Stone from the Auto Club of Southern Australia. You must have a tolerance and also be very motivated to withstand the physical trip of coming here for a very short time with us. We can't wait to hear your story.
- We bought the other 50% of our insurance company. Put in a new It system for insurance and we put an Ro structure in that project. Another $14 million project to put all our other products onto that same system. What we need now is more innovation, more innovators in our business.
- Only two or three of your board members have been tested to see where their capability is. The risk we run is that it opens us up to small special interest groups running candidates. We're doing work with our board to how do we let our members know that we are very complex organization.
- The chairman actually does my direct reports for the level fours and for the same reasons. I think it's really good for my general managers to be able to tell the board that they want my job. Once a year with the board, I give them my views on where we are from a talent point of view.
- On the manager once removed concept and the board. On looking at how do you make things more sustainable. By involving boards in understanding this. Most do understand and appreciate and really believe in the Ro processes.
- Ian would have shot a few people quicker and I would have because culturally no one had ever been sacked at RAA. Trust your instincts. When you got rid of bad performers, they rewarded you because they were happier.
- We bought the other 50% of our insurance company. Put in a new It system for insurance and we put an Ro structure in that project. Another $14 million project to put all our other products onto that same system. What we need now is more innovation, more innovators in our business.
- Only two or three of your board members have been tested to see where their capability is. The risk we run is that it opens us up to small special interest groups running candidates. We're doing work with our board to how do we let our members know that we are very complex organization.
- The chairman actually does my direct reports for the level fours and for the same reasons. I think it's really good for my general managers to be able to tell the board that they want my job. Once a year with the board, I give them my views on where we are from a talent point of view.
- On the manager once removed concept and the board. On looking at how do you make things more sustainable. By involving boards in understanding this. Most do understand and appreciate and really believe in the Ro processes.
- Ian would have shot a few people quicker and I would have because culturally no one had ever been sacked at RAA. Trust your instincts. When you got rid of bad performers, they rewarded you because they were happier.
Ian Stone
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Date: Tuesday August 4, 2015
- There was a question earlier on about give a basic explanation of the different levels within requisite. It's a different level of work within the organization and it also helps you define work, but also it help you define capability. It is a foundation of requisite because it's also linked to time span.
- Every level is broken to three bands. Level one, two and three covers 70% of the work. The idea is you're going to follow a procedure. In my Padlet nuclear power plant, a maintainer, maintaining 17,000 different types of implementation. We're always expected to be fully trained.
- Work at level one is procedurally driven, prescriptive type of work. Level two work then goes from three months to twelve months divided into three to six to nine to twelve. Level four work is building pathways. This is where you have a multifunctional leader.
- Elliot: We define roles by looking what is the level of work the organization needs to be successful. From a human capability point of view, we look at the ability to be declarative, cumulative, serial parallel. This is where you start applying the whole idea of individual capability.
- The critical point this morning about task clarity is that you can establish clarity and tasks at every level of this. The verb clarification will really help you understand sometimes where the level of work is fitting in the organization as a task is being defined. The process at this level in particular can sometimes take almost a year.
- Supervisors basically mean you can use a different level of capability to get the work done. On shift work, instead of having a manager in every shift, sometimes you can have a supervisor. In defining the work, you really have to identify the work of the manager.
- Every level is broken to three bands. Level one, two and three covers 70% of the work. The idea is you're going to follow a procedure. In my Padlet nuclear power plant, a maintainer, maintaining 17,000 different types of implementation. We're always expected to be fully trained.
- Work at level one is procedurally driven, prescriptive type of work. Level two work then goes from three months to twelve months divided into three to six to nine to twelve. Level four work is building pathways. This is where you have a multifunctional leader.
- Elliot: We define roles by looking what is the level of work the organization needs to be successful. From a human capability point of view, we look at the ability to be declarative, cumulative, serial parallel. This is where you start applying the whole idea of individual capability.
- The critical point this morning about task clarity is that you can establish clarity and tasks at every level of this. The verb clarification will really help you understand sometimes where the level of work is fitting in the organization as a task is being defined. The process at this level in particular can sometimes take almost a year.
- Supervisors basically mean you can use a different level of capability to get the work done. On shift work, instead of having a manager in every shift, sometimes you can have a supervisor. In defining the work, you really have to identify the work of the manager.
Nancy R. Lee
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- The gift you have in a family organization is that most family organizations are very comfortable taking a longer view. They're also much more willing to allow. change to take a little bit longer. Often those organizations do not do well at task assignment.
- I think it's the role that the owner chooses to take. We have one organization that we work in that the organization is more complex than the capability of the owner. US viewer consultants can help your owner define the role where he can best serve. This work has to start from the company vision mission strategy.
- I think it's the role that the owner chooses to take. We have one organization that we work in that the organization is more complex than the capability of the owner. US viewer consultants can help your owner define the role where he can best serve. This work has to start from the company vision mission strategy.
Nancy R. Lee
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- You have to start from the top. As close as you can get to the top, the better you are, because that manager will model that behavior for the entire organization. Part of our struggle in the United States with training and development is this system is perceived as just helping managers be better managers.
- When we talk about managerial accountabilities, it applies to everyone that is a manager. Therefore, if you don't have the support of your senior level management, it is going to be very difficult. It is not impossible. If you as a manager can carry out these managerial practices.
- Sandy: I teach values and culture change as part of change management. These are deep systemic changes. In order to implement this, it's very often a culture change, which I believe takes 510 years to do. But it is worthwhile for the good of society, for the profitability of the company.
- When we talk about managerial accountabilities, it applies to everyone that is a manager. Therefore, if you don't have the support of your senior level management, it is going to be very difficult. It is not impossible. If you as a manager can carry out these managerial practices.
- Sandy: I teach values and culture change as part of change management. These are deep systemic changes. In order to implement this, it's very often a culture change, which I believe takes 510 years to do. But it is worthwhile for the good of society, for the profitability of the company.
Nancy R. Lee
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One of cornerstones of managerial work
- When I assign you to do something, if I'm not clear about that, you may leave with an expectation. One of the simplest acronyms qqtr quality targeted completion time and the assigned resources. The important thing is to think about this each time you assign a task.
- The first thing we want to do from a nuclear point of view is what are the safety considerations then? The quantity, quality, target time with what resources? By doing it this way you're going to reduce the frustration the manager and the worker has. Clarity and trust. To keep reinforcing in task assignment.
- Key accountability starts with the essence of task assignment. Accountabilities of the role help you tie the work to the corporate goals. It sets up the process for establishing employee feedback. Once a manager learns how to do this, the rest of it is not easy.
- Grammarically across Language what Terry and I find is very, very useful is making sure that the manager understands what is the verb related to that task. The other thing is that the accountabilities are constructed in complete sentences.
- The next slide talked about how managers decide priorities. If managers cannot get clear around the task, they will not necessarily be able to get clear about the priorities. Helping managers get clear and helping them understand prioritization is very critical in the system.
- So we often talk about what is managerial work. And we talk about this as the accountability of a manager. They're agreeing to make sure that they're clear about their own work. They will set up a process for employee feedback and task reporting procedures.
- The first thing we want to do from a nuclear point of view is what are the safety considerations then? The quantity, quality, target time with what resources? By doing it this way you're going to reduce the frustration the manager and the worker has. Clarity and trust. To keep reinforcing in task assignment.
- Key accountability starts with the essence of task assignment. Accountabilities of the role help you tie the work to the corporate goals. It sets up the process for establishing employee feedback. Once a manager learns how to do this, the rest of it is not easy.
- Grammarically across Language what Terry and I find is very, very useful is making sure that the manager understands what is the verb related to that task. The other thing is that the accountabilities are constructed in complete sentences.
- The next slide talked about how managers decide priorities. If managers cannot get clear around the task, they will not necessarily be able to get clear about the priorities. Helping managers get clear and helping them understand prioritization is very critical in the system.
- So we often talk about what is managerial work. And we talk about this as the accountability of a manager. They're agreeing to make sure that they're clear about their own work. They will set up a process for employee feedback and task reporting procedures.
Nancy R. Lee
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- We all need to know how well they're doing. It should be an ongoing the effectiveness appraisal should be something that's ongoing. You have to balance productivity with the judgment of the manager. Do it in the first place.
Nancy R. Lee
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- Coaching is your ability to identify what the needs of your staff are. Developing people for future roles is the work of the manager once removed. There are many things you can do as a manager to coach and build competency within your staff.
Nancy R. Lee
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- Move to the talent management function or the process of talent management. This is very often where human resources get called in for rescue missions. If managers are not clear on the task assignment, they may not necessarily make the best selection. They need to value the work of the role.
- As far as a diagnostic, the next piece of it in terms of initiative, process, work as elements of the selection process, how we work with managers. You have to make sure that you're clear on the role. Both the manager and the manager once removed are involved in the interviewing process.
- Then we talk about managers providing orientation for new employees. And I have found in my practice that if you can teach managers also how to do this, you can get an employee up to speed and much more productive more quickly.
- The next thing that happens or in the cycle of how an individual may or may not stay with an organization is deselection from a role and redeployment. At the heart and soul of this, it's also very much a trust inducing situation.
- As far as a diagnostic, the next piece of it in terms of initiative, process, work as elements of the selection process, how we work with managers. You have to make sure that you're clear on the role. Both the manager and the manager once removed are involved in the interviewing process.
- Then we talk about managers providing orientation for new employees. And I have found in my practice that if you can teach managers also how to do this, you can get an employee up to speed and much more productive more quickly.
- The next thing that happens or in the cycle of how an individual may or may not stay with an organization is deselection from a role and redeployment. At the heart and soul of this, it's also very much a trust inducing situation.
Nancy R. Lee
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- A three level meeting is where you have your manager manager speaking to your roles. One of the key methods of communication within a records organization is to have these three level meetings. It's critically important in timing of change, critically that this kind of context is set.
- One on one meetings, for new managers in particular, should be planned. It's the manager's opportunity to get to know their staff. They should not be considered to be performance meetings. And they're a regular exchange of information.
- One on one meetings, for new managers in particular, should be planned. It's the manager's opportunity to get to know their staff. They should not be considered to be performance meetings. And they're a regular exchange of information.
Nancy R. Lee
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- In Argentina you have in Balsay Cordova just a can do reactor. There's some Canadian technology in Argentina and I hear it's working fairly well. In 1995 Elliot Jackson implemented Requisite organization at Ontario Hydro. Requisite is still well embedded within the nuclear power industry in Ontario.
- A manager gets work done through others. One of the keys to this is managerial planning. If you can delegate all your activities, basically you're saying that your staff is capable. This is the work that a manager does to make your team successful.
- Communicate, communicate, communicate. Prime form, the most valued form of information that a worker has is their manager. There are purposes for meetings and you should, as manager, try and control those particular meetings.
- A manager gets work done through others. One of the keys to this is managerial planning. If you can delegate all your activities, basically you're saying that your staff is capable. This is the work that a manager does to make your team successful.
- Communicate, communicate, communicate. Prime form, the most valued form of information that a worker has is their manager. There are purposes for meetings and you should, as manager, try and control those particular meetings.
Nancy R. Lee
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- The whole idea is that nothing representative does will ever supersede the collective agreements. What requisite does is provide clarity. If you have an adversarial relationship, no matter what you do, it's going to be difficult. But if you can be as open as possible and show what the results are.
Terry Seigel
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- Nancy: I met Nancy about ten years ago working in my organization doing training and development. I've been teaching them throughout our organization, through the organization that I recently left. And now it's reached thousands of managers. At its essence, it is about clarity, alignment and what I call rationality.
- So why do we do this? Because we want to define the individual tasks that must be done. And as Jerry said this morning, the accountability belongs to the role. Once the task is clear, then you're able to provide the effective feedback.
- When we're working individually with managers, we have an assessment instrument that has been designed. I have English copies, and we will get them in Spanish to help managers understand where they are as they approach this process. We have found it very useful in our practice of working with managers.
- We find that managerial practices, this is very useful for us as we're working with new managers. It's about performance management or the accountability and clarity, talent management or process improvement. And we are just starting in one of our organizations to begin to work with a group that is working particularly on these processes.
- So why do we do this? Because we want to define the individual tasks that must be done. And as Jerry said this morning, the accountability belongs to the role. Once the task is clear, then you're able to provide the effective feedback.
- When we're working individually with managers, we have an assessment instrument that has been designed. I have English copies, and we will get them in Spanish to help managers understand where they are as they approach this process. We have found it very useful in our practice of working with managers.
- We find that managerial practices, this is very useful for us as we're working with new managers. It's about performance management or the accountability and clarity, talent management or process improvement. And we are just starting in one of our organizations to begin to work with a group that is working particularly on these processes.
Nancy R. Lee
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- The accountability of the human resources department is to lead the education effort in conjunction with the managers. It also must provide the appropriate level of internal consulting when the problems come up. It is not a human resources. This is managerial work.
- Terry: You have to educate the managers while you're also educating the human resources people. He says at least half of his staff was completely trained in understanding about task assignment. And that's hard for human resources in the United States, he says.
- HR people really get an interesting challenge in this. It's not their problem to fix managerially. They don't have the accountability for it. Requisite is a total management system. HR should try and be the internal consultant. It takes five years to do these kinds of implementations.
- Terry: You have to educate the managers while you're also educating the human resources people. He says at least half of his staff was completely trained in understanding about task assignment. And that's hard for human resources in the United States, he says.
- HR people really get an interesting challenge in this. It's not their problem to fix managerially. They don't have the accountability for it. Requisite is a total management system. HR should try and be the internal consultant. It takes five years to do these kinds of implementations.
Nancy R. Lee
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- Elliot Chung: I went back for a master's in business administration focusing on human behavior and managing organizations. He says an organization asked him if there was a consultant who could help implement his ideas into the company. Chung: As a result of his work, I wrote a book available in English and Spanish.
- There is a sensible, comprehensive, science based way to manage our organizations. Managers are accountable for the results of the work and for the working behavior of their subordinates. Accountability authority cascades down through an organization. And finally, they have to exercise managerial leadership.
- The manager is accountable to give work to the subordinate. The subordinate is accountable for doing the work that the manager assigns. It is a two way working relationship. Instead of calling appraisal performance appraisal in English, Elliot calls it personal Effectiveness appraisal.
- There is a sensible, comprehensive, science based way to manage our organizations. Managers are accountable for the results of the work and for the working behavior of their subordinates. Accountability authority cascades down through an organization. And finally, they have to exercise managerial leadership.
- The manager is accountable to give work to the subordinate. The subordinate is accountable for doing the work that the manager assigns. It is a two way working relationship. Instead of calling appraisal performance appraisal in English, Elliot calls it personal Effectiveness appraisal.
Nancy R. Lee
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- Requisite organization is not well known. How do people make sense of the work world, people outside of this room? It's about relationships. Every piece of requisite organization in itself is potentially analytically critical.
Herb Koplowtiz
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Part of an FAQ session at the 2009 world conference
Covers how time pressure affects time-span
Herb Koplowtiz
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Duration: 12 minutes
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Date: 2009
- Ken Shepard is president of the global organization design society. He says night vision glasses can change your perception of the world. With these glasses, you can see layers of management, he says. Shepard: Anybody interested in a set of glasses like this?
- When he got his degree from UCLA, Jax was in a field called organization development. He heard Elliot Jacks explain the importance of time in understanding human endeavor. That's when he started reflecting on his career and reinterpreting.
- The reason HR programs fail is the reason all programs fail. It's a failure to understand the level of complexity of the work. With these glasses, you can see the levels. If you structure it right, it doesn't change all the time.
- When he got his degree from UCLA, Jax was in a field called organization development. He heard Elliot Jacks explain the importance of time in understanding human endeavor. That's when he started reflecting on his career and reinterpreting.
- The reason HR programs fail is the reason all programs fail. It's a failure to understand the level of complexity of the work. With these glasses, you can see the levels. If you structure it right, it doesn't change all the time.
Ken Shepard
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- We call it stratum, or level one through seven. It is like a thermometer. It helps you do very fine work. If you can match the level of the job to the capability of the person, you can make fine paper or fine anything.
- VPHR: I would invite you to reflect on your career and actually map it. Read about talent appreciation, high potentials, and plot your own career. It's very revealing and it's a wonderful way to relate to your clients.
- Every thousand people, about 700 are currently at level one. IQ is not very good at measuring above 125. Talent is very okay. That's reflecting on the organization. What happens if you get into level six and seven? Very scarce.
- This is reflecting on industrial structure. It uses the levels starting with level three up to level seven. Consultants who used to consult for these level five, six and seven executives, those jobs have all moved offshore. You need people of seven and eight capability, and they're quite rare.
- HR has to know how to design and lift the function. The ROI in redesigning is amazing. You can run your HR with many fewer people, higher level people, more strategic people. And look at the kind of savings you get.
- Why don't MBAs and human resource people know how to design organizations? How many specialize in HR? 1% to 5% are even interested in HR. How do people learn to be really good?
- VPHR: I would invite you to reflect on your career and actually map it. Read about talent appreciation, high potentials, and plot your own career. It's very revealing and it's a wonderful way to relate to your clients.
- Every thousand people, about 700 are currently at level one. IQ is not very good at measuring above 125. Talent is very okay. That's reflecting on the organization. What happens if you get into level six and seven? Very scarce.
- This is reflecting on industrial structure. It uses the levels starting with level three up to level seven. Consultants who used to consult for these level five, six and seven executives, those jobs have all moved offshore. You need people of seven and eight capability, and they're quite rare.
- HR has to know how to design and lift the function. The ROI in redesigning is amazing. You can run your HR with many fewer people, higher level people, more strategic people. And look at the kind of savings you get.
- Why don't MBAs and human resource people know how to design organizations? How many specialize in HR? 1% to 5% are even interested in HR. How do people learn to be really good?
Ken Shepard
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- At level four, you're able to do systems thinking. If you don't have a systems mind, you can't do it. 85% of the VP's HR holding a position supposedly at four couldn't do system thinking. How do you be strategic?
- A level three company operates at level three, a level four company and a level five. The only way to get that in is to convince the owner. There's not much in the literature to support hiring a full time HR person. It's unusual.
- HR is often designed too low. People don't want to spend the money. Who can you let go? HR people, they don't do anything right. That's who gets cut. The ROI in HR is not understood. This approach, how you change an organization, is primarily a structural. and systems approach.
- A level four Vphor has these four major ways of adding strategic value to the organization. This first one is really helping the team, designing, lifting the structure, the talent pool, and doing all the cross functional stuff. The CEO should say to them, work in a collegial way.
- The best way for someone at high level three, level four HR to learn about designing and managing organizations is to study requisite organization. Vphrs abandoned. Everything was organized for the twos and threes. We have a world conference here in Buenos Aires.
- Many of them know a lot about this. It's very unusual to go to a conference where people are at four and above and understand something like this. Jax is a way to what do you do it? You will learn to use them in a new way.
- A level three company operates at level three, a level four company and a level five. The only way to get that in is to convince the owner. There's not much in the literature to support hiring a full time HR person. It's unusual.
- HR is often designed too low. People don't want to spend the money. Who can you let go? HR people, they don't do anything right. That's who gets cut. The ROI in HR is not understood. This approach, how you change an organization, is primarily a structural. and systems approach.
- A level four Vphor has these four major ways of adding strategic value to the organization. This first one is really helping the team, designing, lifting the structure, the talent pool, and doing all the cross functional stuff. The CEO should say to them, work in a collegial way.
- The best way for someone at high level three, level four HR to learn about designing and managing organizations is to study requisite organization. Vphrs abandoned. Everything was organized for the twos and threes. We have a world conference here in Buenos Aires.
- Many of them know a lot about this. It's very unusual to go to a conference where people are at four and above and understand something like this. Jax is a way to what do you do it? You will learn to use them in a new way.
Ken Shepard
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- The owners of a company have values. And what the owners have to do is translate the value into behavioral policy. We're always confusing the values and the policy issue. And I think it's really critical.
Herb Koplowtiz
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- Robin Picoyk is the HR director at Nova, a global vice president. She says Requisite management system is different from other HR systems. It requires a manager to be accountable for their subordinates, she says. It takes some time to learn how to judge an individual's capabilities.
Robin Pokoik
Organization: Novus International
Country: USA
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Duration: 5:43
Language: English
Format: Interview
Date: 2009
Pariveda Solutions website: https://parivedasolutions.com/
The document is a detailed account of a presentation by Bruce Ballangee and Kerry Stover, focusing on the business model and talent development strategies of Pariveda Solutions. It covers their approach to IT consulting, emphasizing custom application development, technology strategy, and change management. The company aims to develop talent to its fullest potential, focusing on sustainability and transparency. They challenge conventional industry practices by prioritizing talent development over just-in-time hiring. The presentation also discusses their unique expectations framework and the importance of developing solution architects and enterprise architects. Stover elaborates on the evolving landscape of technology and the company's approach to continuous learning and adaptation. The document concludes with a discussion on the challenges and aspirations of their business model and future goals.
Bruce Ballengee and Kerry Stover
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- Of AMG Consulting. Main focus of her firm is to help companies grow and transform their organizations into healthier systems. She's a very good, clear thinker. Always a little unsure of her English.
- How can Ro help companies grow sustainably in emerging markets? We would like to share with you an integrated transformation model that we have developed based on our 25 years of experience in the field. Our challenge is make CEOs and executives feel the same passion for Ro principles as we do.
- The model has four main parts and these parts represent the organizational system itself. They are the value strategy structure and capability, culture and value delivering. Any disconnection between its parts implies loss of efficiency and value destruction.
- The culture piece when someone calls me in and says I'd like you to come in because we need an accountability culture. What determines the behavior is are your beliefs, not your rational understanding. If you capture that part, you can never make a difference in a system because it's a human system.
- We are actively involved in define two things here the vision, mission and values of the company. The other important piece in this moment is the value strategy definition. If we don't have this in place, it's very difficult to execute the strategy. The next step is to create the conditions, to change behaviors and to gain support.
- When people feel afraid because of a changing situation, they need to recover the sense of security. We teach them how to have dialogues that allow them to redefine the meaning of things. They desire so much to reach that vision and to add value. In doing that, all the energy released and is applied.
- How can Ro help companies grow sustainably in emerging markets? We would like to share with you an integrated transformation model that we have developed based on our 25 years of experience in the field. Our challenge is make CEOs and executives feel the same passion for Ro principles as we do.
- The model has four main parts and these parts represent the organizational system itself. They are the value strategy structure and capability, culture and value delivering. Any disconnection between its parts implies loss of efficiency and value destruction.
- The culture piece when someone calls me in and says I'd like you to come in because we need an accountability culture. What determines the behavior is are your beliefs, not your rational understanding. If you capture that part, you can never make a difference in a system because it's a human system.
- We are actively involved in define two things here the vision, mission and values of the company. The other important piece in this moment is the value strategy definition. If we don't have this in place, it's very difficult to execute the strategy. The next step is to create the conditions, to change behaviors and to gain support.
- When people feel afraid because of a changing situation, they need to recover the sense of security. We teach them how to have dialogues that allow them to redefine the meaning of things. They desire so much to reach that vision and to add value. In doing that, all the energy released and is applied.
Azucena Gorbaran
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Date: Tuesday August 5, 2014
- So our speaker number one is Cecilia Cortina with AMG Consulting Group out of Argentina. And I'm going to turn the floor over to her.
- Cecilia from Argentina, and I work at AMG Consulting. Am G is a firm that has 25 years working in Latin American countries. One of our practices is what I'm going to talk about today. We intervene and help companies go through the growing and changing processes.
- Complexity of business environment is increasing, and shortage of talent is one of the main concerns to address this increasing complexity. Ro is a privileged framework to address these concerns because it helps connect the business challenges or the business issues with the organizational design.
- So in the talent assessment, what we do first is we train managers in the framework. Then it comes the assessment and we do apply two methodologies that we call it internal and external. What we get as an output here is talent succession, retention and development plans and unified leadership practices.
- When it's better to use internal assessment, when demand almost anytime. But when the demand is regarding talent development, it is essential that managers are involved from the first phases. Both methods are valid. It's key to connect results to the business needs.
- Cecilia from Argentina, and I work at AMG Consulting. Am G is a firm that has 25 years working in Latin American countries. One of our practices is what I'm going to talk about today. We intervene and help companies go through the growing and changing processes.
- Complexity of business environment is increasing, and shortage of talent is one of the main concerns to address this increasing complexity. Ro is a privileged framework to address these concerns because it helps connect the business challenges or the business issues with the organizational design.
- So in the talent assessment, what we do first is we train managers in the framework. Then it comes the assessment and we do apply two methodologies that we call it internal and external. What we get as an output here is talent succession, retention and development plans and unified leadership practices.
- When it's better to use internal assessment, when demand almost anytime. But when the demand is regarding talent development, it is essential that managers are involved from the first phases. Both methods are valid. It's key to connect results to the business needs.
Cecilia Cortina
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Date: Sunday August 3, 2014
Video of a presentation at the GO World Conference in 2014
- In 2008 we got our first contract outside of the industry because we had worked for the private equity companies and other owners and boards and top management. In 2013, a boutique consultants company gets two major contracts. How can you do a very limited number of people and with a very high speed?
- Swedish super police will be going to six levels instead of nine. How did they come to that? We brought together the 16 most skilled and high level people in Sweden. We created a picture of how the future will look like from this perspective. The most competitive organization goes faster.
- The task for the Swedish police chief of police. Phantom puts when you come to implementation and adjusting all the present systems. How many rules do you think there are in a police organization of 28,500 people? It's less than 300.
- Everything has to start with the clarity and farsightedness in the task. Everything else has to be brought out of that core. The financial community could benefit dramatically from this and very few have understood the beauty of what this is.
- The state of California could probably use a requisite police force given its history, for example. This is like a prime system to be able to have metrics from. Does that add a complexity to this? It's been fascinating to work with. When they start to push the button and implement.
- In the people intensive areas such as the prisons. What did you find in terms of the level two to level one ratios of staff. Actually, it was pretty well organized. The flip side on that is it's not surprising that the turnover is so high.
- Swedish super police will be going to six levels instead of nine. How did they come to that? We brought together the 16 most skilled and high level people in Sweden. We created a picture of how the future will look like from this perspective. The most competitive organization goes faster.
- The task for the Swedish police chief of police. Phantom puts when you come to implementation and adjusting all the present systems. How many rules do you think there are in a police organization of 28,500 people? It's less than 300.
- Everything has to start with the clarity and farsightedness in the task. Everything else has to be brought out of that core. The financial community could benefit dramatically from this and very few have understood the beauty of what this is.
- The state of California could probably use a requisite police force given its history, for example. This is like a prime system to be able to have metrics from. Does that add a complexity to this? It's been fascinating to work with. When they start to push the button and implement.
- In the people intensive areas such as the prisons. What did you find in terms of the level two to level one ratios of staff. Actually, it was pretty well organized. The flip side on that is it's not surprising that the turnover is so high.
Ulf Lindberg
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Date: Tuesday August 5, 2014
- RBL is a consulting firm founded by Dave Ulrich and Norm Smallwood. We specialize in leadership development, strategic HR, and capability and organization. Michael and I are going to talk about how we've been using mentor to assess capability. In particular, we'll talk about in the context of a particular client.
- Mentor picks up on people's proclivity to build increasingly complex models. Some people don't like to make complex mental models. There are some psychological markers that will show whether they dig that or not. We use it as a basis now for development and going forward.
- Michael: Would that be I would assume that it's not the capability factor. Is it something else or it is capability? I don't know. It's a function of what? Potential plus kses, plus whether they value the work or not.
- Paul: Are these aggregate scales? There's five multiple tools, but it's based think about it as a framework based on the big five. Five domains of leadership that it measures are originality leadership, social presence, surgency. These progression curves seem to actually work.
- The assessment process can address different levels. The highest we would go up is the seven. One of the things for me is not to underestimate the importance of understanding capability in order to actually implement structure.
- Between 53 and 80% of people lie on their resume. How do you deal with that? We're not looking for the things people expect us to be looking for. The other way is what they're looking for is scope and scale and the type of work.
- Mentor picks up on people's proclivity to build increasingly complex models. Some people don't like to make complex mental models. There are some psychological markers that will show whether they dig that or not. We use it as a basis now for development and going forward.
- Michael: Would that be I would assume that it's not the capability factor. Is it something else or it is capability? I don't know. It's a function of what? Potential plus kses, plus whether they value the work or not.
- Paul: Are these aggregate scales? There's five multiple tools, but it's based think about it as a framework based on the big five. Five domains of leadership that it measures are originality leadership, social presence, surgency. These progression curves seem to actually work.
- The assessment process can address different levels. The highest we would go up is the seven. One of the things for me is not to underestimate the importance of understanding capability in order to actually implement structure.
- Between 53 and 80% of people lie on their resume. How do you deal with that? We're not looking for the things people expect us to be looking for. The other way is what they're looking for is scope and scale and the type of work.
Erin Burns and Michael Friedman
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Date: Tuesday August 5, 2014
- Stephen Miller: Data is the natural resource that drives business. New businesses are being created that are all about data. Miller: Every employee needs to be data and analytics capable. For companies to get full value for that opportunity, they need to address that in their organizational design.
Steven Miller
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- And now I'd like to call on Thad Simon. Novus is sponsor of the conference and especially the reception. He's been using Requisite for many, many years at Novus. All right, thank you, Ken, and thank you everyone.
- Novus was spun out of Monsanto 23 years ago. The company had to build all kinds of systems into the organization. Nancy is a personal friend and she's done so much for novice over the years.
- Novus' purpose is to help feed the world affordable wholesome food and achieve a higher quality of life. The company has five core values: Maximize long term customer satisfaction, act with integrity, protect our employees, the public and the environment. Everything doesn't always go according to plan.
- If we're going to feed 9 billion people by 2050, we have to produce as much food between now and then as we produce in all of human history. Our education systems aren't keeping up. Ro has a huge opportunity to raise the ODS of success, of technology development and success.
- Novus was spun out of Monsanto 23 years ago. The company had to build all kinds of systems into the organization. Nancy is a personal friend and she's done so much for novice over the years.
- Novus' purpose is to help feed the world affordable wholesome food and achieve a higher quality of life. The company has five core values: Maximize long term customer satisfaction, act with integrity, protect our employees, the public and the environment. Everything doesn't always go according to plan.
- If we're going to feed 9 billion people by 2050, we have to produce as much food between now and then as we produce in all of human history. Our education systems aren't keeping up. Ro has a huge opportunity to raise the ODS of success, of technology development and success.
Thad Simons
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- I wanted to invite Robbie Stamp, who's been with us these last few days, to come and say a few words to you because he's coming to sniff us out and get to know us. Jen, just a thank you to everybody, I've had a fantastic time, I think it's been terrific.
- I'm the chairman of BIOS International. BIOS was the institute that Elliot founded in 1967 at Brunell University in Uxbridge. Now has a network of BIOS companies around the world. A lot of it is really helping clients to live with uncertainty.
- The world is deeply interconnected. If something happens, the markets might be responding before the chief executive has actually had the phone call to tell him what's going on. It is a blistering pace of complexity and change. Having the opportunity to help leaders at all levels in organizations to deal with that complexity and uncertainty is a great privilege.
- One of the people we've been most in awe of is Ken Craddock. His contribution to what we've all done has been absolutely astonishing. Ken, thank you very much indeed.
- I'm the chairman of BIOS International. BIOS was the institute that Elliot founded in 1967 at Brunell University in Uxbridge. Now has a network of BIOS companies around the world. A lot of it is really helping clients to live with uncertainty.
- The world is deeply interconnected. If something happens, the markets might be responding before the chief executive has actually had the phone call to tell him what's going on. It is a blistering pace of complexity and change. Having the opportunity to help leaders at all levels in organizations to deal with that complexity and uncertainty is a great privilege.
- One of the people we've been most in awe of is Ken Craddock. His contribution to what we've all done has been absolutely astonishing. Ken, thank you very much indeed.
Robbie Stamp
Organization: BIOSS International
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- When we talk about assessment, we are talking about one part of the system which about people. There are many reasons why clients or potential clients ask us for run assessments. We use the CPA approach. Appreciation process has to do to identify value and to create value.
- LPA is based on seven subtests like an assessment center tim roles, conflict handling, work style and so on. Why LPA? Reliability, convenience, flexibility. We can customize output, make role profiles and soon. That's how we transform human resources in bars and numbers.
- LPA is based on seven subtests like an assessment center tim roles, conflict handling, work style and so on. Why LPA? Reliability, convenience, flexibility. We can customize output, make role profiles and soon. That's how we transform human resources in bars and numbers.
Marcos Bruno
Organization: Instituto Pieron
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- We've come into using what I'll call Stratified systems theory be not from a requisite organization's point of view of assessing capability. SAB Miller started about 1895 as a South African organization in Johannesburg. Became a conglomerate that opened hotel chains and casinos in almost all sorts of segments.
- Our assessment model consists of three parts. The three parts are cognition, judgment and decision making, our ability to manage complexity. It's the relative mix of these which helps you to know where to best place people with low validity of intelligence testing.
- Those of you that don't know that the validity of level of capability is. Zero point 95, we haven't found that. What we're measuring here is performance, correlation with performance. It's not the only thing that predicts performance.
- We look at trying in terms of talent pools to get the right mix of talent based on Stratified systems theory. Use it for succession planning and I'll show you in a minute the way we aggregate that up to the global level.
- In terms of roles, it's very interesting that I've conducted a number of studies across different countries. I found that the different roles don't always have the same level of capability requirements. The moment the whole economy grows, suddenly the role is elevated.
- Who thinks they own the people? Each country. We needed to have global talent pools, to have MD succession. We have global functional talent reviews and forums. You have to have a long term plan to find those and grow and develop.
- Our assessment model consists of three parts. The three parts are cognition, judgment and decision making, our ability to manage complexity. It's the relative mix of these which helps you to know where to best place people with low validity of intelligence testing.
- Those of you that don't know that the validity of level of capability is. Zero point 95, we haven't found that. What we're measuring here is performance, correlation with performance. It's not the only thing that predicts performance.
- We look at trying in terms of talent pools to get the right mix of talent based on Stratified systems theory. Use it for succession planning and I'll show you in a minute the way we aggregate that up to the global level.
- In terms of roles, it's very interesting that I've conducted a number of studies across different countries. I found that the different roles don't always have the same level of capability requirements. The moment the whole economy grows, suddenly the role is elevated.
- Who thinks they own the people? Each country. We needed to have global talent pools, to have MD succession. We have global functional talent reviews and forums. You have to have a long term plan to find those and grow and develop.
Fred Toerien
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- You cannot do a diagnosis until you have a theory of what's right and what's wrong. Valuing, requisite design, talent, pull, strength. There is a norm built into what we're doing. It's my argument that we should start to develop norms.
- I want to talk a little bit about ways that we might measure is a bad word. No, actually measures a good word. I'm using it incorrectly that we may assess or count characteristics of organizations. Numbers are reasonable. They're in the ballpark of what other people are seeing.
- organizations exist for a purpose. The strategy necessitates that we turn it into some kind of design. We have two points talent capability and work volume. In looking at 20 some businesses, surplus went everywhere from a negative 6% to a positive double.
- In manufacturing, you're always using variance reporting. Judge capability over work volume. What happens when you start moving organization around. It's trying to give us a gross idea of where they stand from an organizational soundness.
- This is not measuring requisite, this is measuring workload and capabilities. It has something to say about where you stand now relative to your ability to move toward a requisite structure. If you're talking about three business units, there's going to be differences.
- This is an indicator, and it's a nice number in and of itself. What we need to do is start to tie it to other numbers, success criteria. Is it another way to possibly describe it like a scorecard? Well, it could be.
- I want to talk a little bit about ways that we might measure is a bad word. No, actually measures a good word. I'm using it incorrectly that we may assess or count characteristics of organizations. Numbers are reasonable. They're in the ballpark of what other people are seeing.
- organizations exist for a purpose. The strategy necessitates that we turn it into some kind of design. We have two points talent capability and work volume. In looking at 20 some businesses, surplus went everywhere from a negative 6% to a positive double.
- In manufacturing, you're always using variance reporting. Judge capability over work volume. What happens when you start moving organization around. It's trying to give us a gross idea of where they stand from an organizational soundness.
- This is not measuring requisite, this is measuring workload and capabilities. It has something to say about where you stand now relative to your ability to move toward a requisite structure. If you're talking about three business units, there's going to be differences.
- This is an indicator, and it's a nice number in and of itself. What we need to do is start to tie it to other numbers, success criteria. Is it another way to possibly describe it like a scorecard? Well, it could be.
Glenn Mehltretter
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- Board wanted to know how geo could meet the needs of CEOs going forward. Geo networking models and tools, sustainability, Ro evidence and dealing with the Ro paradigm. Ken will be preparing a feedback sheet for all of you.
- In October in Santiago, Chile, the Chilean HR Association and the World Federation of People Management Associations is having a world Congress. 90 national HR associations and 600,000 HR professionals who want to hear what you have to say. So I think you need to be at the next congress.
- IBM sponsored a group of information technology It people joining HR people. Group recognizes that Ro is much more than organization. IBM committed to include some Ro education in several initiatives. There's great opportunities for us to collaborate in preparing for the future.
- Ro community and the Global Organization Design society seemed to blossom to me in this particular conference. The conference was an extremely rich professional program and we were exposed to excellent work and open sharing. We need your help to make the next twelve years as good as the last twelve years.
- Thank you, Don. Part of what I had some tears talking about Ken Crattock was gratitude to Elliot for his endless sharing. From that original memorial service for Elliot, we looked at each other and said, this is too good to die. The help you asked for help, help was outpouring.
- The other thing I want. And I hope Kate always goes out of the room. Can you get this on video, please? And we'll make a special copy for Kate. There may be other people I should thank individually. I have many friends here. Very thankful.
- In October in Santiago, Chile, the Chilean HR Association and the World Federation of People Management Associations is having a world Congress. 90 national HR associations and 600,000 HR professionals who want to hear what you have to say. So I think you need to be at the next congress.
- IBM sponsored a group of information technology It people joining HR people. Group recognizes that Ro is much more than organization. IBM committed to include some Ro education in several initiatives. There's great opportunities for us to collaborate in preparing for the future.
- Ro community and the Global Organization Design society seemed to blossom to me in this particular conference. The conference was an extremely rich professional program and we were exposed to excellent work and open sharing. We need your help to make the next twelve years as good as the last twelve years.
- Thank you, Don. Part of what I had some tears talking about Ken Crattock was gratitude to Elliot for his endless sharing. From that original memorial service for Elliot, we looked at each other and said, this is too good to die. The help you asked for help, help was outpouring.
- The other thing I want. And I hope Kate always goes out of the room. Can you get this on video, please? And we'll make a special copy for Kate. There may be other people I should thank individually. I have many friends here. Very thankful.
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- In 2008 we got our first contract outside of the industry because we had worked for the private equity companies and other owners and boards and top management. In 2013, a boutique consultants company gets two major contracts. How can you do a very limited number of people and with a very high speed?
- Swedish super police will be going to six levels instead of nine. How did they come to that? We brought together the 16 most skilled and high level people in Sweden. We created a picture of how the future will look like from this perspective. The most competitive organization goes faster.
- The task for the Swedish police chief of police. Phantom puts when you come to implementation and adjusting all the present systems. How many rules do you think there are in a police organization of 28,500 people? It's less than 300.
- Everything has to start with the clarity and farsightedness in the task. Everything else has to be brought out of that core. The financial community could benefit dramatically from this and very few have understood the beauty of what this is.
- The state of California could probably use a requisite police force given its history, for example. This is like a prime system to be able to have metrics from. Does that add a complexity to this? It's been fascinating to work with. When they start to push the button and implement.
- In the people intensive areas such as the prisons. What did you find in terms of the level two to level one ratios of staff. Actually, it was pretty well organized. The flip side on that is it's not surprising that the turnover is so high.
- Swedish super police will be going to six levels instead of nine. How did they come to that? We brought together the 16 most skilled and high level people in Sweden. We created a picture of how the future will look like from this perspective. The most competitive organization goes faster.
- The task for the Swedish police chief of police. Phantom puts when you come to implementation and adjusting all the present systems. How many rules do you think there are in a police organization of 28,500 people? It's less than 300.
- Everything has to start with the clarity and farsightedness in the task. Everything else has to be brought out of that core. The financial community could benefit dramatically from this and very few have understood the beauty of what this is.
- The state of California could probably use a requisite police force given its history, for example. This is like a prime system to be able to have metrics from. Does that add a complexity to this? It's been fascinating to work with. When they start to push the button and implement.
- In the people intensive areas such as the prisons. What did you find in terms of the level two to level one ratios of staff. Actually, it was pretty well organized. The flip side on that is it's not surprising that the turnover is so high.
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- Zandy Rein Sagan is the chief operating officer at San Antonio Federal Credit Union. She says it's important for managers to teach other people about Requisite principles. She has not seen Sandy's presentation, but is looking forward to hearing how it went.
- The company combined Requisite principles with project management principles. Everybody knew exactly what their role was and how it was different from their manager. It took two years to get the right people in the right roles. But the transformation finally clicked.
- Home banking, mobile Banking audio Response we had to build an Eservices team for that focus. Ultimately the self service channel is a business. We were so late with mobile banking because USAA is in our space. I really believe we wouldn't have been able to do what we needed to do if we weren't already modeling and living requisite.
- I'm not the CIO anymore. I actually run the whole direct business now. The future is about the technology aspect of our direct business. Our branches are way bigger than they need to be. People have to be comfortable with technology to use it.
- Headcount has stayed around 676, 80 throughout all of this. Most of the elimination of roles has been in the branches. We're gaining efficiency just through design. Employee camped amazingly through a lot of change. The assets are shrinking by design.
- Did you follow a global one like a PMI? And then did you leverage the PM tools more? Or did you also bring in the Ro tools like Qqtr and to roll that out?
- The company combined Requisite principles with project management principles. Everybody knew exactly what their role was and how it was different from their manager. It took two years to get the right people in the right roles. But the transformation finally clicked.
- Home banking, mobile Banking audio Response we had to build an Eservices team for that focus. Ultimately the self service channel is a business. We were so late with mobile banking because USAA is in our space. I really believe we wouldn't have been able to do what we needed to do if we weren't already modeling and living requisite.
- I'm not the CIO anymore. I actually run the whole direct business now. The future is about the technology aspect of our direct business. Our branches are way bigger than they need to be. People have to be comfortable with technology to use it.
- Headcount has stayed around 676, 80 throughout all of this. Most of the elimination of roles has been in the branches. We're gaining efficiency just through design. Employee camped amazingly through a lot of change. The assets are shrinking by design.
- Did you follow a global one like a PMI? And then did you leverage the PM tools more? Or did you also bring in the Ro tools like Qqtr and to roll that out?
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- City of Playford is in Adelaide, which is the capital city of South Australia. Transition of the organization from what is traditionally in local government, probably level four organizations to what we believe in is now more around level five organization.
- Playford is moving to the five levels of work. The company has two types of managers: people managers and technical specialists. But across the board it wasn't working particularly well. How do you set up your organization to deal with that?
- Playford took a level of management out of the organization. CEO Tim playford has the ability to get people on board. Despite this structure, which caused some pain, people kept working. It shows the importance of the human element.
- Now that we've got our structure in place, we're really trying to turn it on and get the best out of it in terms of looking at capability. It's one thing we find in common with our clients that sit in about the 200 up to 1500 sort of size. The challenge is what does the nature of that general management work look like?
- I used to work in another local government organization in our state. In playford it really is a genuine level four role which requires genuine level 4 work. Tim and I work really well together. The working relationship's working quite well.
- City of Playford could easily be a level four organization. CEO has grown his role to suit his level of capability. Would you encourage a government to develop a longer term plan like a 30 year plan? It depends on what that organization is facing.
- Playford is moving to the five levels of work. The company has two types of managers: people managers and technical specialists. But across the board it wasn't working particularly well. How do you set up your organization to deal with that?
- Playford took a level of management out of the organization. CEO Tim playford has the ability to get people on board. Despite this structure, which caused some pain, people kept working. It shows the importance of the human element.
- Now that we've got our structure in place, we're really trying to turn it on and get the best out of it in terms of looking at capability. It's one thing we find in common with our clients that sit in about the 200 up to 1500 sort of size. The challenge is what does the nature of that general management work look like?
- I used to work in another local government organization in our state. In playford it really is a genuine level four role which requires genuine level 4 work. Tim and I work really well together. The working relationship's working quite well.
- City of Playford could easily be a level four organization. CEO has grown his role to suit his level of capability. Would you encourage a government to develop a longer term plan like a 30 year plan? It depends on what that organization is facing.
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2014 Conference presentation by Tommy Muhvic Pintar, CMO
- Tommy Mulvick is going to talk to us this after afternoon. Tommy just got this assignment to show up at this conference on Friday. My English is not very good. It's two years that I don't make any presentation in English. But my Spanish is very much better than my English.
- Cross functional coordination of the whole value chain toward differentiation in the client was one of the challenges. Will leading a culture change focus on the customer? The transition process is complex to measure in terms of time, resources.
- Tony, Tommy, how are you getting them out of denial into confusion so you can work with them? I think we helped the whole organization going from denial to confusion by trying to help them understand what was the shift. We are now hiring a couple of professionals that are very tailor made for this transformation.
- Torx CEO: Compensation is pretty much market determined. All the other perks and benefits are overruled by the culture. It's an exciting world to work in. We have had no trouble recruiting at all.
- How are you ensuring that you don't start losing focus and maybe start trying to deliver too much? Because I assume that the needs of each of your customers might be different. And then my second question is actually around strategy, but it relates also to ORC design.
- When you listen to the upset and the anger, it really came down to the fact that they were different. Almost all human conflict is based on one of those. We'll have to take these people and catch them in the corner and ask them directly.
- Cross functional coordination of the whole value chain toward differentiation in the client was one of the challenges. Will leading a culture change focus on the customer? The transition process is complex to measure in terms of time, resources.
- Tony, Tommy, how are you getting them out of denial into confusion so you can work with them? I think we helped the whole organization going from denial to confusion by trying to help them understand what was the shift. We are now hiring a couple of professionals that are very tailor made for this transformation.
- Torx CEO: Compensation is pretty much market determined. All the other perks and benefits are overruled by the culture. It's an exciting world to work in. We have had no trouble recruiting at all.
- How are you ensuring that you don't start losing focus and maybe start trying to deliver too much? Because I assume that the needs of each of your customers might be different. And then my second question is actually around strategy, but it relates also to ORC design.
- When you listen to the upset and the anger, it really came down to the fact that they were different. Almost all human conflict is based on one of those. We'll have to take these people and catch them in the corner and ask them directly.
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- Fred Stanford: After 28 years, I worked my way up from the bottom of the organization to the president of the operations up in Sudbury. In four and a half years, we're now up to 11.2 million. To distinguish ourselves and create value and competitive advantage, it was going to have to be on the social side.
- They were frustrated. They thought management was trying to kill this thing by athropathy and just give it over to contractors. What we did was set up a little contracting business. Then they could compete against contractors. And they delivered the 50% with relative ease.
- We have three tools to work with. You've got management systems, you got management behavior, and you've got symbols. No matter what we do needs to land on the left side of this values continuum. When you design eleven simultaneously, the work was extraordinarily difficult. But the result is elegantly, simple.
- A leader sets context and purpose for their team member. Critical issues are those things that will cause us to fail if we don't deal with it. We only differentiate between people if we can justify it in the work of the role. It takes years before leaders get up to running.
- torx has consistently defined the top end of what investors are willing to give junior gold companies in their share price for the asset. It's because using the principles, we do what we say we're going to do. The values continue to stay there.
- In life, on any given issue, people are either content how things are going, in denial that you're the problem, or confused about what to do. How do you get people to change their behavior? There has to be a come to Jesus moment.
- They were frustrated. They thought management was trying to kill this thing by athropathy and just give it over to contractors. What we did was set up a little contracting business. Then they could compete against contractors. And they delivered the 50% with relative ease.
- We have three tools to work with. You've got management systems, you got management behavior, and you've got symbols. No matter what we do needs to land on the left side of this values continuum. When you design eleven simultaneously, the work was extraordinarily difficult. But the result is elegantly, simple.
- A leader sets context and purpose for their team member. Critical issues are those things that will cause us to fail if we don't deal with it. We only differentiate between people if we can justify it in the work of the role. It takes years before leaders get up to running.
- torx has consistently defined the top end of what investors are willing to give junior gold companies in their share price for the asset. It's because using the principles, we do what we say we're going to do. The values continue to stay there.
- In life, on any given issue, people are either content how things are going, in denial that you're the problem, or confused about what to do. How do you get people to change their behavior? There has to be a come to Jesus moment.
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International Federation of Red Cross and Red Crescent Societies Canadian Dental Association Royal Ottawa Health Care Group
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A plenary presentation by Ron Harding at the 2014 GO Society World Conference in NYC
In this presentation, Ron J Harding reflects on his experiences in implementing RO at Mallinckrodt Baker. He credits the RO implementation with moving the business from seven years of no growth, magically into five consecutive years of double digit growth. He also challenges traditional definitions of ‘good’ management.
Ron Harding
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Date: 2014
A video of a plenary presentation by Don Fowke at the 2014 GO Society Conference in NYC
- We had an important presentation by Don Folk this evening. I consider Don one of the original elders of our group, and we celebrate him. I hope you find his remarks provocative and stimulates discussion.
- There are more capable people available who are 70 years old and older. The second is that we've got smarter millennials and that companies and governments that grasp these trends will have the ability to shape the future as never before.
- The flyn effect describes how IQs have risen by 3% per decade over the 20th century. Now, I also see a different thing happening in the big cities. This is the creative class. These are opportunities that just aren't even being grasped. We need to embrace these demographic changes.
- Moore's Law will create capacity for us to use technology and the brains of these two emerging groups of people to get at the problems that the society has. My suggestion is this that we need to get the old timers on side before they get you.
- There are more capable people available who are 70 years old and older. The second is that we've got smarter millennials and that companies and governments that grasp these trends will have the ability to shape the future as never before.
- The flyn effect describes how IQs have risen by 3% per decade over the 20th century. Now, I also see a different thing happening in the big cities. This is the creative class. These are opportunities that just aren't even being grasped. We need to embrace these demographic changes.
- Moore's Law will create capacity for us to use technology and the brains of these two emerging groups of people to get at the problems that the society has. My suggestion is this that we need to get the old timers on side before they get you.
Don Fowke
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Keynote Presentation at the 2014 World Conference
- Jerry Crane has put intellectual work in to give you a systems overview of Requisite design in less than an hour. He has responded to every request for him to contribute to the society. So I want to express thanks to Jerry.
- managers look at three things to identify their highly affected people. Who are the ones that don't hold back, don't play it safe and make ambitious commitments. And your go to people are also ones who understand the importance of working laterally.
- What does accountability look like in a company? The manager needs to be clear with people as to what they're accountable for. Manager is accountable for ensuring that each and every one of his or her subordinates are working within limits. What authorities do managers need to initiate removal from role?
- The automotive OEM industry is going to contract from 35 to three or four by the middle of the 21st century. Elliot's research clearly pointed to level five business units as the place where you need to align business functions. If you don't have technology, you're doomed.
- When people fail to adhere to defined boundaries, bad things will happen. I find the traffic light metaphor works beautifully. If we're going to develop policies, do it right and don't let people thumb their nose at it.
- Thank you for systematically selecting capability. For me, leadership has two components defining and setting direction. It's about leveraging the potential of all of your resources in order to achieve that direction. And then what ties it all together is leadership and the leadership system.
- managers look at three things to identify their highly affected people. Who are the ones that don't hold back, don't play it safe and make ambitious commitments. And your go to people are also ones who understand the importance of working laterally.
- What does accountability look like in a company? The manager needs to be clear with people as to what they're accountable for. Manager is accountable for ensuring that each and every one of his or her subordinates are working within limits. What authorities do managers need to initiate removal from role?
- The automotive OEM industry is going to contract from 35 to three or four by the middle of the 21st century. Elliot's research clearly pointed to level five business units as the place where you need to align business functions. If you don't have technology, you're doomed.
- When people fail to adhere to defined boundaries, bad things will happen. I find the traffic light metaphor works beautifully. If we're going to develop policies, do it right and don't let people thumb their nose at it.
- Thank you for systematically selecting capability. For me, leadership has two components defining and setting direction. It's about leveraging the potential of all of your resources in order to achieve that direction. And then what ties it all together is leadership and the leadership system.
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Duration: 1 hour and 6 min
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Date: 2014
Harald Solaas 2009 Conference Presentation
- Third presentation is by Harold Solas. He's been a board member of the society these last five years and very interested in this. Says charges for domestic violence have dropped to almost zero. Now, isn't that a stimulating thought?
- Elliot Jacks: The only possible science is in behavioral science. Gelbraith Senior: The future of economics is in understanding the workings of the firms of organizations. Eliot Maturto: Leadership is a uniquely human phenomenon. Current economics is all wrong.
- Arrow theory could be considered as a theory of constructive constraints for working human organizations. The true social responsibility of business is about good practices. Will we be able to extend science and scientific method to the way we order?
- Elliot Jacks: The only possible science is in behavioral science. Gelbraith Senior: The future of economics is in understanding the workings of the firms of organizations. Eliot Maturto: Leadership is a uniquely human phenomenon. Current economics is all wrong.
- Arrow theory could be considered as a theory of constructive constraints for working human organizations. The true social responsibility of business is about good practices. Will we be able to extend science and scientific method to the way we order?
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- To thank this guy. Come to every conference signed on the board. Who would ever volunteer to be co chair of a conference in their own time? It could only be a volunteer's passion and he was driven by that. Now the society has some small token of appreciation to Harold.
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A video Interview produced by Warren Kinston for the 2014 Conference
John Watkinson has used the "Levels of Work" framework over many years as a successful CEO of three large hospitals in the UK’s National Health Service.
In this video he explains his approach as "achievement via systematic management". Levels of work¹ this approach, with its primary value being role design, matching roles to personal capability, and effective accountability.
However, it is helpful to recognize the dynamic operation of accountability in order to drive what actually needs to happen within an organization² between L5 and L3.
He found it essential to apply the framework in conjunction with other methods and tools to get the best results.
In regard to purposes and values, the work-levels framework is primarily focused on operational outcomes and accountability. However, he believes that achievement over time requires attention to growth, culture and vision.³
In his experience, the development of management takes place in stages. On entering an organization, John experiences an initial need to be pragmatic prior to applying structural values. At this point work-levels are one crucial aspect that must be complemented by a focus on professional expertise and functional organization, as well as the design of teams and meetings.
Once the organization is well-structured and appropriately staffed, further strengthening of the management culture is necessary using dialectic, rationalist and other approaches.4
As well as levels-based capability assessments, John sees a need to identify distinctive decision-styles as part of the role-matching requirement.5
He also draws attention to an additional framework that identifies different ways that people interact socially. This framework is necessary to understand and manage tricky relationships, especially those dealing with power6
1. http://www.thee-online.com/mywebhelp/Content/9. Work-and-Responsibility/B. Organizational Work/2.1 Org Levels Overview.htm
2. http://www.thee-online.com/mywebhelp/Content/9. Work-and-Responsibility/B. Organizational Work/2.4.6 Review Full Picture.htm
3. Tables 28 & 34 in: http://www.thee-online.com/mywebhelp/Content/8. Purpose-and-Value/0. Intro/1.1 Download Here.htm
4. http://www.thee-online.com/mywebhelp/Content/6. Deciding-and-Achieving/D Management Culture/4.0.2 The Spiral Trajectory.htm
5. http://www.thee-online.com/mywebhelp/Content/6. Deciding-and-Achieving/A Get Oriented/0.1 Foundation Framework.htm
6. http://www.thee-online.com/mywebhelp/Content/4. Interacting-for-Benefit/b. Approaches to Interaction/2.0 Overview of the 7 Mentalities.htm
In this video he explains his approach as "achievement via systematic management". Levels of work¹ this approach, with its primary value being role design, matching roles to personal capability, and effective accountability.
However, it is helpful to recognize the dynamic operation of accountability in order to drive what actually needs to happen within an organization² between L5 and L3.
He found it essential to apply the framework in conjunction with other methods and tools to get the best results.
In regard to purposes and values, the work-levels framework is primarily focused on operational outcomes and accountability. However, he believes that achievement over time requires attention to growth, culture and vision.³
In his experience, the development of management takes place in stages. On entering an organization, John experiences an initial need to be pragmatic prior to applying structural values. At this point work-levels are one crucial aspect that must be complemented by a focus on professional expertise and functional organization, as well as the design of teams and meetings.
Once the organization is well-structured and appropriately staffed, further strengthening of the management culture is necessary using dialectic, rationalist and other approaches.4
As well as levels-based capability assessments, John sees a need to identify distinctive decision-styles as part of the role-matching requirement.5
He also draws attention to an additional framework that identifies different ways that people interact socially. This framework is necessary to understand and manage tricky relationships, especially those dealing with power6
1. http://www.thee-online.com/mywebhelp/Content/9. Work-and-Responsibility/B. Organizational Work/2.1 Org Levels Overview.htm
2. http://www.thee-online.com/mywebhelp/Content/9. Work-and-Responsibility/B. Organizational Work/2.4.6 Review Full Picture.htm
3. Tables 28 & 34 in: http://www.thee-online.com/mywebhelp/Content/8. Purpose-and-Value/0. Intro/1.1 Download Here.htm
4. http://www.thee-online.com/mywebhelp/Content/6. Deciding-and-Achieving/D Management Culture/4.0.2 The Spiral Trajectory.htm
5. http://www.thee-online.com/mywebhelp/Content/6. Deciding-and-Achieving/A Get Oriented/0.1 Foundation Framework.htm
6. http://www.thee-online.com/mywebhelp/Content/4. Interacting-for-Benefit/b. Approaches to Interaction/2.0 Overview of the 7 Mentalities.htm
John Watkinson
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- Requisite was a way of aligning employee goals with those of the organization. As a result of this restructuring, for the first time in the history of English, every job was filled by an individual who could work at that level. It's lasted in Novas for 18 years.
- The theory really did help me understand what career development was all about. Your organization structure must be designed properly and you must have the right people for the roles. Once you've tasted what it is truly like to work in a requisite structure, to go back would be impossible.
- The theory really did help me understand what career development was all about. Your organization structure must be designed properly and you must have the right people for the roles. Once you've tasted what it is truly like to work in a requisite structure, to go back would be impossible.
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- The application of Ro principles and methodology to a global organization. While we applied it at an international organization, I can also say that I can apply for a national organization, national, not for profits. There are four aspects I'd like to deal with and highlight some of the salient points.
- The International Federation Red Cross is the largest humanitarian network in the world. I took over in December of 92, but it was 1994. Review of the operating systems led to 103 recommendations to improve the effectiveness of the organization.
- Only 45% of all managers were aligned properly, 55% were not aligned properly. The field geneva relations needed clarification and strengthening who were the boss of the field people. A better balance between relief, raising money for relief and dealing with relief. Results were improved and 99 years later we had increased productivity.
- The International Federation Red Cross is the largest humanitarian network in the world. I took over in December of 92, but it was 1994. Review of the operating systems led to 103 recommendations to improve the effectiveness of the organization.
- Only 45% of all managers were aligned properly, 55% were not aligned properly. The field geneva relations needed clarification and strengthening who were the boss of the field people. A better balance between relief, raising money for relief and dealing with relief. Results were improved and 99 years later we had increased productivity.
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- I'm passionate about pushing as big a rock as I can in the church world. It has really changed my life. I've got a second track going now where I train other pastors in how to get the right management structures in their church. This has done great things for me, and I think it will help you too.
- Pastor: I want to share with you how Ro came to our church. The other track of interest in my life was leadership, leadership management. He asks why there are different levels of leadership capability in the population. We will be taking an offering after his presentation.
- Our church is generally described as an outreach oriented evangelical church. We think of the church in an entrepreneurial way. Our core business model is to attract people into the faith. Mission trumps tradition in this kind of church.
- The entrepreneurial church says the mission is worth it. We're helping them get onto what God's really designed them to do. It's brought peace to our staff. And it brings a sanity. It brings functional alignment. If you're not structured right, you're setting yourself up for civil war.
- When I came to our church, our board was primarily guys that were twos and threes. What has helped us do is to train potential board members. We try to screen board members so that we have fours and up, which means they can communicate about strategy.
- Faith communities are very vital to a lot of people's lives. I think it's very vital at the higher level of what's happening in world events. Those of you who feel any sense of a draw into helping maximize the spiritual world, the world of faith or spiritual leadership, I really want to encourage you.
- Pastor: I want to share with you how Ro came to our church. The other track of interest in my life was leadership, leadership management. He asks why there are different levels of leadership capability in the population. We will be taking an offering after his presentation.
- Our church is generally described as an outreach oriented evangelical church. We think of the church in an entrepreneurial way. Our core business model is to attract people into the faith. Mission trumps tradition in this kind of church.
- The entrepreneurial church says the mission is worth it. We're helping them get onto what God's really designed them to do. It's brought peace to our staff. And it brings a sanity. It brings functional alignment. If you're not structured right, you're setting yourself up for civil war.
- When I came to our church, our board was primarily guys that were twos and threes. What has helped us do is to train potential board members. We try to screen board members so that we have fours and up, which means they can communicate about strategy.
- Faith communities are very vital to a lot of people's lives. I think it's very vital at the higher level of what's happening in world events. Those of you who feel any sense of a draw into helping maximize the spiritual world, the world of faith or spiritual leadership, I really want to encourage you.
John Morgan
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Date: 2007
- Forrest Christian: You can organize to leverage information technology for strategic competitive advantage using a research based methodology built on the levels of work complexity. He says charts can be powerful tools to model and understand an organization. Using Levels of Work approach delivers real insight into problem areas or performance improvement opportunities.
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A presentation to:
The Executive Symposium in Organization Design
at the
Global Organization Design World Conference
Let's Get It Done! Organizing for Results!
November 15, 2012
Calgary, Alberta, Canada
The Executive Symposium in Organization Design
at the
Global Organization Design World Conference
Let's Get It Done! Organizing for Results!
November 15, 2012
Calgary, Alberta, Canada
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- With Login, you'll have access to many more materials than have ever been revealed to you just as a public user. Your search function will turn up new materials that you'll be able to view videos and download PowerPoints without cost. Hope you have a great experience.
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- John Joseph: Welcome to the 22 organizational design conference. Each session has three speakers. The video is available for educational and non promotional purposes. Most importantly, our speakers have come from great distances.
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- William Ocasio is the John Kellogg Professor of Management and Organizations at the Kellogg School of Management. His research is on organizational politics, cognition, and culture with a specific focus on strategy, corporate governance, and organizational and institutional change. He says culture needs to be emphasized more in organizational design.
- Third point I wanted to make was about emergence, which relates to this notion in organization theory. The idea I would suggest in the mindset bringing together the formal and the informal. When you think about the organizational design, think about it from a more emergent perspective.
- How do we define organizational culture? What are the elements of culture? There is really no consensus about what those elements might be. Attention with respect to mindsets really shapes how people pay attention in organizations. The problem with the notion of shared value is that it has become just a PR statement.
- The final point I want to make has to do with when you talk about deciding culture and the elements of culture. It's important to talk about the processes that you need to make sure that that culture takes hold. And ultimately it's about reinforcing all those elements through communication.
- Will: What's the difference between behavior and interaction? Some people believe that you have to define culture as shared and some people don't. Cultures are distributed among people in the organization and there might be some differentiation instead of fragmentation. These three things are central to making Agile software development work.
- Thanks. There is an implicit assumption that it is good to build a strong culture. But of course we know that strong culture has both positive and negative consequences. Can we identify the conditions under which a strongculture is going to be good for certain purposes and under certain conditions and strong culture might lead to bad consequences?
- Third point I wanted to make was about emergence, which relates to this notion in organization theory. The idea I would suggest in the mindset bringing together the formal and the informal. When you think about the organizational design, think about it from a more emergent perspective.
- How do we define organizational culture? What are the elements of culture? There is really no consensus about what those elements might be. Attention with respect to mindsets really shapes how people pay attention in organizations. The problem with the notion of shared value is that it has become just a PR statement.
- The final point I want to make has to do with when you talk about deciding culture and the elements of culture. It's important to talk about the processes that you need to make sure that that culture takes hold. And ultimately it's about reinforcing all those elements through communication.
- Will: What's the difference between behavior and interaction? Some people believe that you have to define culture as shared and some people don't. Cultures are distributed among people in the organization and there might be some differentiation instead of fragmentation. These three things are central to making Agile software development work.
- Thanks. There is an implicit assumption that it is good to build a strong culture. But of course we know that strong culture has both positive and negative consequences. Can we identify the conditions under which a strongculture is going to be good for certain purposes and under certain conditions and strong culture might lead to bad consequences?
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- Asaf Asaf is going to be talking about NASA and then after that we're going to have Art Hoffman from Dropbox. I will focus specifically around that. How the coevolution of things that are in the microfarations of culture. And the design and redesign of the innovation process.
- Over 3000 people from 30 countries participated in trying to solve 14 problems. The nature of the process is very different temporarily and spatially. Four out of the 14 challenging problems were solved in just three months.
- You are the solution seeker. Let's think of ourselves differently. And in the paper I go deep into this transition from problem solvers to solution seekers. I showed the connection between how the professional identity work took place, the knowledge boundaries, and in the end, where the locus of innovation resides.
- It goes deep to the training of the scientists and engineers. Many organizations are now trying to change it and make this so that if they bring something from outside in, the people inside get some kudos. So this is for the future, but basically this is it.
- Gene Crant: Like a lot of companies the last handful of years, we focused a lot on change management. Part of that is dealing with resistance to change. Sometimes the folks that have achieved the most in the current system are the most resistant to finding a new system. Many managers are trying to make it so that it comes much more bottom up.
- Ken Shepard: From an organization design, it occurs to me that you need to do this model, perhaps fewer people, different talents at a higher level of complexity. Some people disinterpret it. You need less people now. You can do less. But some people actually thought, I can do more with the same thing.
- Over 3000 people from 30 countries participated in trying to solve 14 problems. The nature of the process is very different temporarily and spatially. Four out of the 14 challenging problems were solved in just three months.
- You are the solution seeker. Let's think of ourselves differently. And in the paper I go deep into this transition from problem solvers to solution seekers. I showed the connection between how the professional identity work took place, the knowledge boundaries, and in the end, where the locus of innovation resides.
- It goes deep to the training of the scientists and engineers. Many organizations are now trying to change it and make this so that if they bring something from outside in, the people inside get some kudos. So this is for the future, but basically this is it.
- Gene Crant: Like a lot of companies the last handful of years, we focused a lot on change management. Part of that is dealing with resistance to change. Sometimes the folks that have achieved the most in the current system are the most resistant to finding a new system. Many managers are trying to make it so that it comes much more bottom up.
- Ken Shepard: From an organization design, it occurs to me that you need to do this model, perhaps fewer people, different talents at a higher level of complexity. Some people disinterpret it. You need less people now. You can do less. But some people actually thought, I can do more with the same thing.
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- Arden Hoffman is the Vice President of People at Dropbox where she leads global HR and recruiting. She has a long career in HR with various positions at Google and Goldman Sachs. How do you acclimate from one industry to another?
- How do you get leaders to be comfortable with conflict, particularly younger ones? Anchoring to equity and meritocracy is often something that works quite well. Onboarding is big, and it's about educating people. Take some questions.
- Rips: What would be the implications if Dropbox were to adopt a NASA online sort of approach? What would happen within dropbox. No one would probably end up doing their jobs. We have a lot of open systems within our company, and I think people would love that.
- A lot of the unofficial values of Dropbox seem to embrace conflict. Can dropbox teach people to be better programmers or do you just try to find the best programmers?
- Do you think there's something about software development as a technical process that requires. this approach to freedom? I do, actually, and I think it's quite difficult to one. And you can see that there's a war for talent within the Valley.
- And then your second question in terms of the sorry, silicon Valley versus software. I would definitely say it's a Valley and software engineer. But I go to Chicago. I'm going to call it there.
- How do you get leaders to be comfortable with conflict, particularly younger ones? Anchoring to equity and meritocracy is often something that works quite well. Onboarding is big, and it's about educating people. Take some questions.
- Rips: What would be the implications if Dropbox were to adopt a NASA online sort of approach? What would happen within dropbox. No one would probably end up doing their jobs. We have a lot of open systems within our company, and I think people would love that.
- A lot of the unofficial values of Dropbox seem to embrace conflict. Can dropbox teach people to be better programmers or do you just try to find the best programmers?
- Do you think there's something about software development as a technical process that requires. this approach to freedom? I do, actually, and I think it's quite difficult to one. And you can see that there's a war for talent within the Valley.
- And then your second question in terms of the sorry, silicon Valley versus software. I would definitely say it's a Valley and software engineer. But I go to Chicago. I'm going to call it there.
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- Our next session, excuse me, is designing Governance Ecosystems and interorganizational relationships for creating value and innovations. All about thinking about design in terms of improving performance. Our first speaker will be Carlos Baldwin, a William L. White professor of Business Administration at the Harvard Business School.
- Most productive work is done within transaction free zones. You need governance within each zone and across the zones. Here is a list of some possible modes of governance. From corporate governance to platform and contest governance.
- All parts need to interoperate on the basis of shared code. High rates of potential improvement in components, but the improvement requires trial and error, experimentation and learning. A modular design for external experiments is a platform business ecosystem.
- Carlos: Have you thought about parallel processing? First you have to find it. Once you find it, then parallelization is one of the ways of expanding capacity. But it's all a question. Both the modular recombinant systems and the sequential production systems are very complex.
- The attractor is fantastic amounts of cash flow to these more efficient organizations. If you can get more modules and more experiments per module, there is an incredible value proposition there that will drive out less modular, less experimentally friendly alternatives.
- In the new game it's not all or nothing, it's module by module. Are big integrated firms good at separating problems? No. It doesn't come naturally. But it's a place where you can imagine a large firm with some of the properties of large firms becoming quite good.
- Most productive work is done within transaction free zones. You need governance within each zone and across the zones. Here is a list of some possible modes of governance. From corporate governance to platform and contest governance.
- All parts need to interoperate on the basis of shared code. High rates of potential improvement in components, but the improvement requires trial and error, experimentation and learning. A modular design for external experiments is a platform business ecosystem.
- Carlos: Have you thought about parallel processing? First you have to find it. Once you find it, then parallelization is one of the ways of expanding capacity. But it's all a question. Both the modular recombinant systems and the sequential production systems are very complex.
- The attractor is fantastic amounts of cash flow to these more efficient organizations. If you can get more modules and more experiments per module, there is an incredible value proposition there that will drive out less modular, less experimentally friendly alternatives.
- In the new game it's not all or nothing, it's module by module. Are big integrated firms good at separating problems? No. It doesn't come naturally. But it's a place where you can imagine a large firm with some of the properties of large firms becoming quite good.
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- Research tries to get at the question of how informal social structure in organizations might shape organizational outcomes. Studies tend to focus on individuals networks, individual person's position within a network, in an organization. Global network perspective can lend a lot of value.
- The quality and efficiency of surgical care differs widely among hospitals. Over 50 million surgical procedures performed annually in the United States. Surgery accounts for about 40% of all physician and hospital spending. Researchers are trying to map how different providers communicate with one another.
- We have about 4000 hospitals just shy of 800,000 patients, about 700,000 physicians, about 15 million physician and patient encounters that we can use to make some kind of inferences. How these networks might be influential for organizational performance.
- Hospital systems where physicians have very cohesive ties that are conducive to information sharing and coordination have lower readmission rates, Ed visits and mortality. Cross specialty integration seems to have an association with lower cost care. How easy or hard is it to coordinate across specialty lines?
- The claims data don't differentiate between informal, formal and so on. I've been thinking about this more as informal structure because it's something that is influenced. What's reflected in those ties seems to also be reflected in informal patterns of communication.
- Team based medicine could be a good way to improve health care outcomes. But there is a downside to interprofessional rivalries and conflicts. And so thinking about how can you change the institution is something that needs a lot of consideration.
- The quality and efficiency of surgical care differs widely among hospitals. Over 50 million surgical procedures performed annually in the United States. Surgery accounts for about 40% of all physician and hospital spending. Researchers are trying to map how different providers communicate with one another.
- We have about 4000 hospitals just shy of 800,000 patients, about 700,000 physicians, about 15 million physician and patient encounters that we can use to make some kind of inferences. How these networks might be influential for organizational performance.
- Hospital systems where physicians have very cohesive ties that are conducive to information sharing and coordination have lower readmission rates, Ed visits and mortality. Cross specialty integration seems to have an association with lower cost care. How easy or hard is it to coordinate across specialty lines?
- The claims data don't differentiate between informal, formal and so on. I've been thinking about this more as informal structure because it's something that is influenced. What's reflected in those ties seems to also be reflected in informal patterns of communication.
- Team based medicine could be a good way to improve health care outcomes. But there is a downside to interprofessional rivalries and conflicts. And so thinking about how can you change the institution is something that needs a lot of consideration.
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- Our next speaker is Ron Nicholson, who is Senior Partner and Managing Director at BCG. He was named Top 25 Global Consultants by consulting magazine team. And so I'd like to welcome ryan McGregor.
- Most of the clients we work with want to reduce cost. And when you see that, it's because they have very inefficient structures. This is what I call the layer level diagram. It shows the layers of the organization, and these are the levels of the pay grades. It's a diagnostic to show the client what they're really operating as.
- Most large corporate organizations have what I call the frozen middle. We needed a process that expanded geometrically, not linearly. Two thirds of the time that I do this diagnostic, I do not do the process. It's a model of enablement as opposed to direct engagement.
- The first one is changing organization. Organizations have a mass and a velocity and the momentum of the organization. The other thing that's really helpful in this process is using a set of principles and guidelines. These are about cultural change.
- In a cascade, one cascade typically takes five to six weeks. Leadership and management is about having a high span of control. If people promote more of the junior people and give them more of a challenge, the organization becomes much more dynamic.
- John, question about the rule no individual contributors above level four. In our system we will allow individual contributors all the way up to direct report to the CEO. The span control depends on the activity. The metrics really matter.
- Most of the clients we work with want to reduce cost. And when you see that, it's because they have very inefficient structures. This is what I call the layer level diagram. It shows the layers of the organization, and these are the levels of the pay grades. It's a diagnostic to show the client what they're really operating as.
- Most large corporate organizations have what I call the frozen middle. We needed a process that expanded geometrically, not linearly. Two thirds of the time that I do this diagnostic, I do not do the process. It's a model of enablement as opposed to direct engagement.
- The first one is changing organization. Organizations have a mass and a velocity and the momentum of the organization. The other thing that's really helpful in this process is using a set of principles and guidelines. These are about cultural change.
- In a cascade, one cascade typically takes five to six weeks. Leadership and management is about having a high span of control. If people promote more of the junior people and give them more of a challenge, the organization becomes much more dynamic.
- John, question about the rule no individual contributors above level four. In our system we will allow individual contributors all the way up to direct report to the CEO. The span control depends on the activity. The metrics really matter.
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- Hank is a professor of strategic management and business policy at the Rotterdam School of Management. He has published extensively on strategic renewal, co evolution and new organizational forms. We talked about organization designing organizational culture and designing ecosystem. Designing or redesigning business models.
- Business model replication is more levering business model components and their interdependency. Another organization design strategy regarding business model is what I would call business model renewal. But it's mainly a replication of the existing business model with low speed or high disruption.
- Study finds that replication doesn't pay off in very dynamic environments. But we found some peculiar findings regarding the effect of business model renewal on performance. The idea could be that in highly dynamic environments, firms keep on trying to come up with fundamentally new business models.
- The fascinating part as you suggested is it doesn't go down on that chart. Is there a possible sample bias in the sense that you look maybe at successful firms and by successful I mean the ones that are still alive? All theories are bound.
- New business models require often a significant change in organization culture, especially a change from being a product company to a services company. I think design field could really have an added value in the field on business model innovation.
- Some sectors of our community are using the phrase organizational architecture, which is broader than what we usually think of as design. I think this is really very interesting stuff. You made my day. Ha.
- Business model replication is more levering business model components and their interdependency. Another organization design strategy regarding business model is what I would call business model renewal. But it's mainly a replication of the existing business model with low speed or high disruption.
- Study finds that replication doesn't pay off in very dynamic environments. But we found some peculiar findings regarding the effect of business model renewal on performance. The idea could be that in highly dynamic environments, firms keep on trying to come up with fundamentally new business models.
- The fascinating part as you suggested is it doesn't go down on that chart. Is there a possible sample bias in the sense that you look maybe at successful firms and by successful I mean the ones that are still alive? All theories are bound.
- New business models require often a significant change in organization culture, especially a change from being a product company to a services company. I think design field could really have an added value in the field on business model innovation.
- Some sectors of our community are using the phrase organizational architecture, which is broader than what we usually think of as design. I think this is really very interesting stuff. You made my day. Ha.
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- Our next presenter is Tyler Ryan, an assistant professor at the Wharton School of Business. He studies how startup firms in particular navigate between competing goals. How social enterprises get designed is the subject of his talk.
- How do different types of goals become relevant to the entrepreneurial process? Think of identities and the identities that an entrepreneur has when we're thinking about what they do and the ventures they're creating.
- Theory: Identity is meaningful and it also motivates behavior. We want to act in ways that are consistent with our salient identities. How does this link to entrepreneurship? Entrepreneurship doesn't have strong expectations about what you should do.
- Mixed entrepreneurs have one set of aims associated with deep knowledge, competencies, social relationships, and then the other. A balanced entrepreneur has sequential work roles or concurrent role identities associated with these different types of aims. The perception of tension you have between your identities and needs is a function of how accountable you feel to both.
- For the mixed entrepreneurs, they're going to feel some tension between the social and financial aims that they want to pursue. The knowledge and capabilities are going to be stronger for the set of aims associated with their work role identity. As the tension grows higher, people pursue different approaches to integration.
- Do you have any idea according to the flood on table it will make a difference in terms of the longevity or performance or goal of the pushup enterprises? If you're a balanced entrepreneur, you're in a better position to sustain this deep integration and the hybridity of the organization over time.
- How do different types of goals become relevant to the entrepreneurial process? Think of identities and the identities that an entrepreneur has when we're thinking about what they do and the ventures they're creating.
- Theory: Identity is meaningful and it also motivates behavior. We want to act in ways that are consistent with our salient identities. How does this link to entrepreneurship? Entrepreneurship doesn't have strong expectations about what you should do.
- Mixed entrepreneurs have one set of aims associated with deep knowledge, competencies, social relationships, and then the other. A balanced entrepreneur has sequential work roles or concurrent role identities associated with these different types of aims. The perception of tension you have between your identities and needs is a function of how accountable you feel to both.
- For the mixed entrepreneurs, they're going to feel some tension between the social and financial aims that they want to pursue. The knowledge and capabilities are going to be stronger for the set of aims associated with their work role identity. As the tension grows higher, people pursue different approaches to integration.
- Do you have any idea according to the flood on table it will make a difference in terms of the longevity or performance or goal of the pushup enterprises? If you're a balanced entrepreneur, you're in a better position to sustain this deep integration and the hybridity of the organization over time.
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- Several that seemed knit together an interesting fabric around these cross boundary behaviors. We build on that in an applied setting within Walmart. The muscle to do that cross boundary work doesn't come naturally. You have to put there and build that muscle.
- We don't advertise this. It's done by referral. Our group gets paid for by our internal customers. A leader has to be willing to commit himself or herself to the scrutiny of walking through the process. If you want to make design process improvement, people practices get better.
- Even really successful leadership teams struggle with decision making. There's an addiction to consensus. Those groups that perform extremely well, that are highly aligned, perform much better together. These are the things that although on the surface seem very apparent and very easy, it's difficult to do.
- The process is simple. We use something that Howard Gutman from Gutman Development Strategies has put forth, modified it. After structured interviews, we gather the data. We present the data back to that leader and his or her HR person. And you see culture change.
- Sometimes what you might be seeing on screen here is more on a project basis or an ad hoc basis, not on a full time basis. How do you draw the boundaries? That is a fair question. The real way that work does get done more effectively is that we can create the freedom for the crossing of those boundaries.
- Structure defines the silos, and that gets into decision making. It slows things down, kind of gums up the decision making works. So consensus becomes a bottleneck in a way. What's your role as kind of. Coaches that work alongside the HR department to mitigate that?
- We don't advertise this. It's done by referral. Our group gets paid for by our internal customers. A leader has to be willing to commit himself or herself to the scrutiny of walking through the process. If you want to make design process improvement, people practices get better.
- Even really successful leadership teams struggle with decision making. There's an addiction to consensus. Those groups that perform extremely well, that are highly aligned, perform much better together. These are the things that although on the surface seem very apparent and very easy, it's difficult to do.
- The process is simple. We use something that Howard Gutman from Gutman Development Strategies has put forth, modified it. After structured interviews, we gather the data. We present the data back to that leader and his or her HR person. And you see culture change.
- Sometimes what you might be seeing on screen here is more on a project basis or an ad hoc basis, not on a full time basis. How do you draw the boundaries? That is a fair question. The real way that work does get done more effectively is that we can create the freedom for the crossing of those boundaries.
- Structure defines the silos, and that gets into decision making. It slows things down, kind of gums up the decision making works. So consensus becomes a bottleneck in a way. What's your role as kind of. Coaches that work alongside the HR department to mitigate that?
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- We do sort of set aside this last bit here for what we call reflections on the day. It's really a chance for everyone in the audience to kind of sort of reflect on what's occurred maybe across presentations, across discussions. And to sort of get us started, I've asked Rich Burton to maybe offer his thoughts.
- Network scientists are grappling with in an activity called community detection. It's a computationally very hard problem to find clusters of things which are fully self contained. The complexity in the system is what keeps the problem alive.
- A lot of the conversations today have been about design as getting people to do that which cannot be enforced. Where do you draw the line between that and brainwashing? Where's the ethical line here?
- There are two theme areas that might be interesting to consider in the future. One is comparing and contrasting the methods and dealing with this future. The other is the idea of emergence. No matter how much planning or control we try to build into the system, there is going to be this kind of emergent.
- New forms of organizations require people to redefine their identity. Many of these adaptations to new organizational forms require decentralization. Technology is allowing this real time, face to face problem solving both inside and outside of organizations.
- Thank you again to the organizational design community and Simon Fraser University for hosting us. The drink tickets are available here, so please do stop so we can they have been spread. And we'll see you next year in Anaheim.
- Network scientists are grappling with in an activity called community detection. It's a computationally very hard problem to find clusters of things which are fully self contained. The complexity in the system is what keeps the problem alive.
- A lot of the conversations today have been about design as getting people to do that which cannot be enforced. Where do you draw the line between that and brainwashing? Where's the ethical line here?
- There are two theme areas that might be interesting to consider in the future. One is comparing and contrasting the methods and dealing with this future. The other is the idea of emergence. No matter how much planning or control we try to build into the system, there is going to be this kind of emergent.
- New forms of organizations require people to redefine their identity. Many of these adaptations to new organizational forms require decentralization. Technology is allowing this real time, face to face problem solving both inside and outside of organizations.
- Thank you again to the organizational design community and Simon Fraser University for hosting us. The drink tickets are available here, so please do stop so we can they have been spread. And we'll see you next year in Anaheim.
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AOM panel intro
- Organizational design has experienced a lot of interest in recent years. Up to 20% to 25% of the variance in an organization's performance can be attributed to the organization design. The PDW will examine key aspects of organization design and how should be taught.
- The session is design thinking. Concepts and processes. The chairman of that is Steve, and the first presenter is Steve Ram. We hope we have a good session, a lot of great discussions.
- The session is design thinking. Concepts and processes. The chairman of that is Steve, and the first presenter is Steve Ram. We hope we have a good session, a lot of great discussions.
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Presentation on Design Thinking by ... and comments by Ken Shepard starting at 15 min.
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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
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