On Consulting in the Requisite Organization Field

Speaker A So for the last ten years, I think I've mentioned I've been, I've been doing requisite organization consulting. The first two years I was on my own. And what discovered very quickly is that consulting on your own and trying to do the type of work I was doing was terribly limiting. At least I did, I found difficulty getting the type of work at the right level. So we joined another company, Core International, and size and scale allowed us then to do some pretty exciting work. We've done work in some of the largest companies in Canada. For example, we've done work for Canadian imperial bank of commerce, the IBC bank of Montreal, suncorp AstraZeneca Canada. A large drug company. First American title. A title insurance company. Those are the types inco, those are the types of companies we've, we've worked in. I would say that 95, 99% of our work is about implementing requisite practices and systems. Everything from we start we look at the structure itself, is it supporting the organization's growth and strategy the way it should be. And we use the requisite principles to draw a picture of what the organization is today, where it is experiencing both jam ups and gaps in a structure where too many roles are competing for the same work. And we draw a picture then of what is where those jam ups are and what should be and what could be, where work is not being done, that should be done, and where work is duplicated or overlapped. So that's usually and typically our starting point, from there we will implement the new structure and this is where we work very closely. At least this was primarily a lot of the work that I did, work more closely then with HR executives to begin to design and develop systems, HR subsystems that will support a new structure. And looking at our consulting practice, and as I think I mentioned, a lot of what we needed to do was not just implement a structure, but look at the HR subsystems that are present and help the HR executive to design those subsystems to support the new structure. Elliot Jacks, the founder of this often was not the most, may I say, kind to HR professionals. And perhaps a story in my opinion at least, missed a huge opportunity to mold and promote requisite organization with some pretty bright people in HR who truly do care and truly do want to have the business be the best it can be. So our approach in consulting, or at least my approach in consulting, is to really work with those HR professionals. Not to beat them up and have them change and forget everything they've done, but work with them to explore the possibility that these principles can, in fact, truly augment what they already know and what they're already doing and can truly make a difference to them, to the employees that work in that cupcake and to the company as a whole.