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)
In this conversation, Speaker A discusses their nine-year experience assisting a family-owned company in its growth and professionalization. They emphasize the importance of structuring the human resources department effectively and maintaining a coherent approach to achieve desired results. The conversation touches on the evolving complexity in business, the significance of talent, performance evaluations, and the role of consultants in guiding organizations towards a more strategic approach to human resources. The goal is to align people's potential with the organization's objectives.
Lic. Susana V. Richino
Organization:
Country: Argentina
Informations
Duration: 5:14
Language: Spanish
Format: Interview
Date: 2009
- The training came about because we had several speakers over quite a period of time. Several of them want to have the deans back, either to come to their company for only their management team. Visage is now embarked on a program of a curriculum which is new. It's a good thing for our membership.
Rick Oppenheimer
Organization: Vistage International
Country:
Informations
Duration: 5:46
Language: English
Format: Interview
Date: 2008
In the conversation, two speakers discuss the significance of the Global Organization's efforts in promoting the theory of Jacques, which focuses on organization design and management. They express their appreciation for the organization's work and its potential impact on the Spanish-speaking world. Speaker B shares their personal journey with the theory, highlighting its practical applicability, while also acknowledging the challenge of why such a powerful idea has taken so long to gain widespread recognition. They emphasize the importance of effective dissemination and building a community of believers in the theory. Speaker B also mentions their experiences in implementing Jacques' theory in organizations, underscoring its effectiveness in practice.
Jose Luis Roces
Organization: Instituto Tecnologico de Buenos Aires
Country: Argentina
Informations
Duration: 13:40
Language: Spanish
Format: Panel
Date: 2009
The transcript presents insights into teaching the required organization (R.O.) model. It emphasizes the importance of avoiding the portrayal of the R.O. model as an infallible solution and encourages a more humble approach that considers other methodologies. The speaker highlights the significance of adapting content and teaching methods to the audience's needs and interests, fostering engagement and understanding with real-world examples. Interactive exercises and role-playing are seen as effective tools for learning, and the overuse of text is cautioned against, with visual elements being recommended for better engagement. Overall, the transcript offers valuable guidance for effective teaching and knowledge dissemination in the context of organizational models.
Pablo M. Kanterewicz
Organization: Pablo Kanterewicz & Asociados
Country: Argentina
Informations
Duration: 8:19
Language: Spanish
Format: Panel
Date: 2009
The transcript features insights from Ing. Modesto Miguez, who emphasizes the significance of clear long-term organizational objectives, continuous training, and investing in personnel. He shares personal experiences that prompted him to embrace change and highlights the importance of considering both the outcomes of actions and the consequences of inaction. Miguez encourages individuals and businesses to adapt to a constantly evolving environment to succeed in the future.
Ing. Modesto Miguez
Organization: Central de Monitoreo
Country: Argentina
Informations
Duration: 12:03
Language: Spanish
Format: Interview
Date: 2009
- One of the things that really worry me about the use of what's called requisite organization is that a lot of people don't understand the tools. All of those terms can be used in a power context. It can also be used to box people, constrain people to limit their authority.
Ian Macdonald
Organization: MacDonald Associates Consultancy
Country: UK
Informations
Duration: 3:56
Language: English
Format: Interview
Date: 2007
- Poor performance is always a result of poor assignments. Requisite organization clearly lays that out how to address it. If you can make that throughout the organization, then you're able to grow the organization.
- accountability also has to be tied to authority. With accountability and with authority, you always want to make sure employees always know that they have one manager. One of the greatest things you can do with it is if you build an organization that has complete mutual trust within everyone.
- accountability also has to be tied to authority. With accountability and with authority, you always want to make sure employees always know that they have one manager. One of the greatest things you can do with it is if you build an organization that has complete mutual trust within everyone.
Jim Schultz
Organization: Applied Education Systems
Country:
Informations
Duration: 3:12
Language: English
Format: Interview
Date: 2008
The conversation emphasizes the need to teach organizational management and ethics in academic programs, particularly in fields like administration, engineering, and medicine. The speaker suggests including courses like "La Organización Requerida" in university curricula to spread knowledge about the Required Organization model. They also discuss their experience with teaching and consulting on ethical behavior in organizations and highlight their learning experiences from experts like Deming and Elliot Jacques. Overall, the conversation underscores the importance of teaching management and ethics in various academic disciplines and the potential benefits of the Required Organization model.
Raul Timerman
Organization: CONARCO
Country: Argentina
Informations
Duration: 8:41
Language: Spanish
Format: Interview
Date: 2009
The speaker discusses their experience working on a project for English Limited, a Canadian appliance company acquired by Whirlpool. English faced quality and sales issues, with a significant sales gap compared to a competitor, G Campco. They implemented a Requisite Organization program to restructure the company, matching individuals to their roles based on cognitive capability. This led to significant sales growth and success. The speaker emphasizes the importance of having the right people and organization for success, citing Jim Collins' "Good to Great" as a reference.
Maurice Dutrisac
Organization: MasterMind Solutions Inc.
Country:
Informations
Duration: 2:57
Language: English
Format: Interview
Date: 2009
Maurice Dutrazak had a diverse and extensive career in human resources. He started as an HR manager at a young age, working his way up through various roles in different companies. His experiences included labor relations, culture revolution programs, and restructuring companies for profitability. He consistently sought new challenges and contributed to the success of multiple organizations. Eventually, he transitioned into consulting, where he helped companies implement strategic plans and drive significant growth.
Maurice Dutrisac
Organization: MasterMind Solutions Inc.
Country:
Informations
Duration: 7:41
Language: English
Format: Interview
Date: 2009
Leigh Clifford emphasizes a team-based approach in their Australian operations, where employees share a unified identity. He dismisses the division between management and labor, highlighting the success of this approach in their aluminum refinery in Gladstone. Clifford considers the question of employee representation a personal or organizational decision, with a focus on running the business effectively and maintaining good relationships throughout the organization.
Leigh Clifford
Organization: Rio Tinto
Country: UK
Informations
Duration: 2:40
Language: English
Format: Interview
Date: 2005
Nancy Lee, founder of Requisite Organization Associates, shared her journey in adopting the Requisite Organization framework. Her extensive managerial experience led her to Elliott Jaques' work. She educates CEOs and leadership teams, helps design future organizational structures, and stresses the importance of understanding time spans.
Nancy highlighted the need for proper alignment of structure, roles, and personnel before implementing Requisite compensation, emphasizing that her work aims to create healthier work environments. She's also involved with the Global Organization Design Society, working to preserve the integrity of Elliott's work and educate others about becoming Requisite consultants.
Nancy highlighted the need for proper alignment of structure, roles, and personnel before implementing Requisite compensation, emphasizing that her work aims to create healthier work environments. She's also involved with the Global Organization Design Society, working to preserve the integrity of Elliott's work and educate others about becoming Requisite consultants.
Nancy Lee
Organization: Requisite Organization Associates Inc.
Country: USA
Informations
Duration: 15:54
Language: English
Format: Interview
Date: 2009
Sabrina Hamilton, the Vice President of Global Human Resources for Novus International, shared her career journey and the company's evolution. She discussed her transition from an East Coast director-level role to her current position and highlighted the challenges and rapid growth Novus International has experienced. Sabrina emphasized the importance of a systematic framework like Requisite in assessing role needs and managing the organization's growth.
Sabrina M. Hamilton
Organization: Novus International
Country: USA
Informations
Duration: 10:34
Language: English
Format: Interview
Date: 2009
Warren Kinston reflects on their journey of exploring the concepts of value, purpose, decision-making, and the entities within the world of purpose and value. They discuss the hierarchy of work levels and the distinction between doing things with information and doing things with concepts. Speaker A also delves into the tribalism and debates in various fields due to different mentalities and approaches. They explore the role of experiences and identity systems in shaping psychoanalytic approaches. Speaker A's work ultimately led to the creation of a book on working with values, and they spent several years reflecting on their various frameworks and accumulated knowledge.
Warren Kinston
Organization: The SIGMA Centre Ltd.
Country: UK
Informations
Duration: 11:50
Language: English
Format: Interview
Date: 2007
Allen Sykes is an Englishman who spent his formative years in the United States and developed a deep interest in America's history, geography, politics, and literature. He has worked for major international companies, often taking him to the United States, and holds a multidisciplinary degree from the London School of Economics. With a background in economics, he worked in management consulting, focusing on financial analysis, inflation, and complex capital spending projects. His primary career has been in the international mining and energy industry, particularly dealing with challenging capital spending projects. He has a passion for problem-solving and enjoys documenting his insights in articles and books to share with a broader audience.
Allen Sykes
Organization: Consolidated Gold Fields
Country: UK
Informations
Duration: 2:53
Language: English
Format: Interview
Date: 2005
- Sam Samuels put together army medical department 2005 in 19. The project looked at the trends that were going to affect army medicine. He says he found the reorganization theory immediately appealing to him. The research is uniquely attractive to the veteran, he says.
Stephen N. Xenakis
Organization: US Army
Country: USA
Informations
Duration: 4:20
Language: English
Format: Interview
Date: 2006
For organization to grow, managers need to be in their appropriate roles. The context and purpose part of the task assignment is crucial and would allow a direct report to see the value you're bringing to the role. To grow from 10 million to 20 million to 30 million, the only way you're really going to do that is to have the right people involved.
Jim Schultz
Organization: Applied Education Systems
Country:
Informations
Duration: 6:53
Language: English
Format: Interview
Date: 2008
In this conversation, Speaker B, Susana Riccino, discusses her background as a psychologist specializing in the field of work and organizational psychology. She shares her experiences with Elliot Shaxs and his groundbreaking theories on the required organization. She highlights how Shaxs' approach, which focuses on the design of organizations and the importance of creating conditions for human talent to thrive, significantly influenced her perspective. She emphasizes the value of recognizing and nurturing individual talent in the workplace, which can lead to increased commitment and better performance. Susana also mentions her various training in fields like psychodrama, systemic thinking, and coaching, which she uses to view organizations through the lens of JACS. She discusses the challenges faced by family businesses in transitioning from familial to professional roles and stresses the importance of understanding and developing talent as an ongoing process. This approach, she suggests, can help organizations create the right conditions for their people and enhance their overall performance.
Lic. Susana V. Richino
Organization:
Country: Argentina
Informations
Duration: 8:33
Language: Spanish
Format:
Date: 2009
- We're probably the largest fully integrated cast parts producer. We can make a part very quickly from conception to finished part, sometimes within two or three weeks. We've been in business since 1906, and we've just celebrated our hundredth anniversary. Fourth generation of the family has taken over.
Arthur (Art) Mann
Organization: Donsco Inc.
Country:
Informations
Duration: 11:20
Language: English
Format: Interview
Date: 2008
- Did a lot of work in the 80s with public sector organizations that were going through privatization. BIOS Europe has moved from an academic base to developing a consultancy. Has developed a range of services including talent bank, succession planning and leadership development.
- Most of BIOS Europe's current team have been clients. Three or four consultants who've joined the firm in the last two years are under 50. BIOS is working to broaden its client base as the consultancy market changes.
- Most of BIOS Europe's current team have been clients. Three or four consultants who've joined the firm in the last two years are under 50. BIOS is working to broaden its client base as the consultancy market changes.
Judy Hobrough
Organization: bioss europe
Country: UK
Informations
Duration: 9:56
Language: English
Format: Interview
Date: 2005
The speakers are discussing the strengths of a comprehensive organizational model and theory. They emphasize that it provides a clear direction and coherence in managing resources, leadership, and compensation within an organization. They stress the importance of allowing oneself to explore and study this model, even if it challenges existing concepts, as it is highly effective when implemented in practice and often embraced by top leaders in companies.
Maria Suero
Organization:
Country: Argentina
Informations
Duration: 4:33
Language: Spanish
Format: Interview
Date: 2009
The speaker discusses their introduction to the work of David Ulrich and Requisite organization in the HR profession. They emphasize the importance of understanding different levels of work within HR and the need for skilled knowledge, not just capability. They mention the lack of education and conferences catering to senior HR professionals at level four, with the exception of "go conferences." The speaker believes that Requisite organization has the potential to fundamentally change the way HR is viewed and should be more integrated into business schools and professional associations' educational programs.
Rich Morgan
Organization: CORE International Inc.
Country:
Informations
Duration: 7:17
Language: English
Format: Interview
Date: 2009
The speaker, John Fielder, the President of Southern California Edison, discusses their experience with Stratified Systems Theory and its implementation in their organization. They emphasize the importance of clarifying roles and responsibilities, matching the right people to the roles, and focusing on performance assessment and coaching for improvement. They also mention the adoption of similar concepts like the Leadership Pipeline and the institutionalization of coaching and mentoring programs within the company. The speaker finds value in the accountability structure learned from Stratified Systems and still applies it.
John Fielder
Organization: Southern California Edison
Country: USA
Informations
Duration: 6:47
Language: English
Format: Interview
Date: 2006
The speaker discusses their experience with Jake and Vicki Phillips, focusing on their efforts to improve a large inner-city school district in Lancaster, Pennsylvania. They emphasize the importance of school leadership, particularly the role of principals, in determining a school's success. They mention their experiment with ISO 9000 certification and their collaboration with Elliot on a curriculum to accelerate elementary school students' progress. The speaker also suggests the need to create a talent pool for public school administration separate from teaching certification to bring true leadership to the field.
Arthur (Art) Mann
Organization: Donsco Inc.
Country:
Informations
Duration: 7:56
Language: English
Format: Interview
Date: 2008
In this conversation, Julian Fairfield discusses how the approach to organizing large corporations depends on the chief executive's perspective and preferences. They mention the concept of "requisite organization" as one potential approach and highlight the influence of a CEO's worldview on the organizational structure. The speaker also acknowledges the role of fashion or trends in management practices and suggests that some CEOs prefer more human-centric, relationship-oriented approaches rather than purely contractual ones. Ultimately, the speaker emphasizes the desire for human connection and acceptance as a fundamental aspect of leadership and organizational structure.
Julian Fairfield
Organization: Bach Consulting
Country: Australia
Informations
Duration: 2:34
Language: English
Format: Interview
Date: 2005
Khevna Shah, the administrative assistant at Novus, praises Novice Nutrition Brands for its comprehensive and motivating management system. He appreciates the clear alignment of goals and responsibilities across all levels, facilitating cross-functional communication and collaboration. Kevin also highlights the company's outstanding facilities, including healthy meal options and flexible fitness classes that accommodate employees' varying schedules, making it easier for them to lead a healthy lifestyle while working. Overall, Kevin is enthusiastic about Novus and its commitment to employee well-being.
Khevna Shah
Organization: Novus International
Country: USA
Informations
Duration: 4:09
Language: English
Format: Interview
Date: 2009
In the early 1990s, a comprehensive review and analysis of the Army Medical Department was conducted by two individuals, including a retired army brigadier general and a psychiatrist. They were tasked with reorganizing the department, given its diverse missions and the need to adapt to changing global and medical landscapes. The review considered trends in healthcare, such as managed care plans and outsourcing, and aimed to establish a more integrated and efficient healthcare system. The key outcome was the establishment of regions where medical centers played a dual role in delivering care and making decisions about the most cost-effective approach, whether through in-house facilities, commercial sector, or joint ventures with the VA. The process was based on systematically identifying and understanding the complexity of the work, leading to recommendations for more effective operations.
Stephen N. Xenakis
Organization: US Army
Country: USA
Informations
Duration: 8:35
Language: English
Format: Interview
Date: 2006
The speaker explored various management theories, including the Theory of Constraints, Ishikawa diagrams, and Taguchi experiments, but found them lacking. They learned about Elliot Jaques' system, which was used by management consultants to solve company problems comprehensively. The speaker resonated with Jaques' ideas and reached out to him, finding that they aligned with their own "Time Frame of Management" concept, which emphasized forward-thinking.
Arthur (Art) Mann
Organization: Donsco Inc.
Country:
Informations
Duration: 7:01
Language: English
Format: Interview
Date: 2008
In the conversation speakers discusses their approach to teaching a course related to organizations and management. They emphasize the importance of understanding organizational structures, components, and relationships. Speaker A also mentions using real-world examples and case studies to help students grasp complex concepts. Speaker B inquires about the practical application of the course in the workplace, and Speaker A shares that students often find the knowledge gained valuable and relevant in their professional careers.
Ricardo Gutierrez Krusemann
Organization:
Country:
Informations
Duration: 10:15
Language: Spanish
Format:
Date: 2009
In the given text, the speaker discusses the implementation of a talent evaluation process at CINDER, emphasizing the importance of consistency in assessments. They highlight the initial challenges and the need to understand the theory behind the process. The speaker also mentions the influence of compensation on discussions and the difficulty in promoting a long-term perspective in a results-driven environment. The organization gradually adopted the theory and conducted internal opinion surveys to measure its effectiveness, which yielded positive results. The speaker reflects on their role in facilitating this process.
Maria Suero
Organization:
Country: Argentina
Informations
Duration: 7:51
Language: Spanish
Format: Interview
Date: 2009
- I would say that the requisite is a wonderful theory and a wonderful framework. But there are also forces that can blow it up. The force that I find is most easy toblow it up is power. boards generally are a historical accumulation of favors. It's more emotional than it is about getting the business in the right shape.
Jos J. Wintermans
Organization: Canadian Tire Acceptance
Country: Canada
Informations
Duration: 4:11
Language: English
Format: Interview
Date: 2005
The speaker argues that while structures like Elliot's may prevent distrustful relationships, they don't address the mechanisms of loving and caring relationships. They compare this to democracy, which reduces coercion but lacks processes for creating loving environments, unlike religion. The speaker emphasizes that while we've made great progress in solving physical problems, we've neglected the metaphysical and spiritual aspects of life. They believe that achieving balance between physical and metaphysical aspects is crucial for meaningful progress in society.
Julian Fairfield
Organization: Bach Consulting
Country: Australia
Informations
Duration: 6:07
Language: English
Format: Interview
Date: 2005
This is part 5 of an interview and the short video is missing and we are working to recreate it from tape.
Jos J. Wintermans
Organization: Canadian Tire Acceptance
Country: Canada
Informations
Duration:
Language: English
Format: Interview
Date: 2005
The individual's professional journey into the field of management started with experience in the coal board and furniture manufacture. Their interest in management led them to Glacier Metal, where they found inspiring literature on the subject. They later joined the Glass Institute of Management under Derek Newman's leadership. While there, they developed an approach for training managers, co-authoring a book with their boss, Derek Newman. After a brief stint as a company planner in industry, they returned to academia to work with Elliot Jacks at Brunel. Their focus was on social analytic work, assisting various organizations and becoming a professorial fellow. During Elliot's sabbatical, they acted as the director of the institute.
Ralph Rowbottom
Organization:
Country: UK
Informations
Duration: 6:11
Language: English
Format: Interview
Date: 2005
Joss Windermans recounts his experience turning around a financial services company called Canaan Tire. When he took over as CEO, he realized the gravity of being responsible for 500 employees. He introduced himself to everyone and listened to their feedback. He implemented the Requisite Organization methodology to empower employees and unlock their potential, moving away from a repressive regime. This led to significant growth and quintupling the business over 7 years. He reflects positively on enabling people to grow and make good decisions based on the right reasons rather than politics. Windermans feels gratified to have overseen positive change through a focus on people.
Jos J. Wintermans
Organization: Canadian Tire Acceptance
Country: Canada
Informations
Duration: 17:14
Language: English
Format: Interview
Date: 2005
Jeremy Lugen has been working in public relations at Novus International for a little over two years. The management system at Novus is very different from his previous employers. He has had to learn to delegate more, which has helped prevent burnout. The inspiration from his managers Geo and Tricia is something he hasn't experienced since college. He attributes the management system at Novus for his continued inspiration and lack of burnout, even though he works long hours. The role levels prevent expanding too far above your role which helps prevent burnout. Jeremy doesn't think he'll ever surpass Geo or Tricia in capacity or workload because they are so amazing. Their personalities inspire him to want to achieve more.
Jeremy Lutgen
Organization: Novus International
Country: USA
Informations
Duration: 4:20
Language: English
Format: Interview
Date: 2009
The speaker highlights the challenges small businesses face when transitioning from a loyalty-based structure to a more systematic approach. They discuss the difficulties in implementing systems and the impact of market crashes on their company. The goal is to improve profitability across a group of companies.
D. Michael Weaver
Organization: The Weaver Group
Country:
Informations
Duration: 5:53
Language: English
Format: Interview
Date: 2008
John Dame is a new chair for Vistage, largest CEO membership organization in the world. He is using the book Book as a book study with his group of CEOs. He says looking at successes just kind of gets them interested in moving forward.
John Dame
Organization: Vistage International
Country:
Informations
Duration: 3:36
Language: English
Format: Interview
Date: 2008
- It has been a great struggle to bring requisite organizational theory into my business. By bringing this VP into the process with me, we've reached a whole new level of understanding between ourselves. Every year we do an annual review pay scale review for both our field supervisory staff. Everyone's pretty well satisfied with their treatment in that regard.
- The second phase each year of pay occurs when we bonus at the end of the year. We try and make a distribution of 20% of pretax profits back to the employees other than the management employees. There's a great discussion that takes place there of how that money should be allocated.
- The second phase each year of pay occurs when we bonus at the end of the year. We try and make a distribution of 20% of pretax profits back to the employees other than the management employees. There's a great discussion that takes place there of how that money should be allocated.
Gregory Hess
Organization: Caretti Inc.
Country:
Informations
Duration: 6:47
Language: English
Format: Interview
Date: 2008
- Mike Weaver is the CEO of the Weaver Group, a real estate company. He says the concept of stratas has revolutionized his thinking. Small businesses are just beginning to scratch the surface of discussions on requisite organizations, he says.
D. Michael Weaver
Organization: The Weaver Group
Country:
Informations
Duration: 5:41
Language: English
Format: Interview
Date: 2008
- The book shows how to put the right people in the right places, doing the right jobs more quickly. If you can do that in any organization today, you're going to accelerate the process of running a successful organization. The book has provoked a lot of interesting conversation to this point.
John Dame
Organization: Vistage International
Country:
Informations
Duration: 3:18
Language: English
Format: Interview
Date: 2008
- The army fights in a seven level organization. The business space of the army is nowhere near as consistent as that. We have to be more explicit about this in the business space. This huge undertaking will not be finished in three years. But what we leave behind is a principled way to look at this.
Michael A. Kirby
Organization: US Army
Country: USA
Informations
Duration: 7:47
Language: English
Format: Interview
Date: 2006
Novus international
- Would like being an achematician and a theorist and all that stuff is interesting. But I just had to be able to apply it and get that stuff to work. It really is what works for me.
- John Chambers: I did a 360 feedback on myself, and can you believe what those clowns told me? They said, we can't trust you. What I did is got him to undress me in front of my staff. It gave all of us a permission to talk to each other and to ask each other to hold us accountable.
- CEO: We were able to turn mutual disrespect into mutual respect. He made it a condition of employment that everyone who came to work for us had a conversation. Use the results, the answers as a forum for talking about things, he says.
- John Chambers: I did a 360 feedback on myself, and can you believe what those clowns told me? They said, we can't trust you. What I did is got him to undress me in front of my staff. It gave all of us a permission to talk to each other and to ask each other to hold us accountable.
- CEO: We were able to turn mutual disrespect into mutual respect. He made it a condition of employment that everyone who came to work for us had a conversation. Use the results, the answers as a forum for talking about things, he says.
Joe Privott
Organization:
Country: USA
Informations
Duration: 13:56
Language: English
Format: Panel
Date: 2005
- Ruth: I was asked to implement the Canadian version of tax which is extremely unpopular. What impressed me was the fact that these people had been administering an old pact that had been in place since 1924. Working in the public sector is a bit different in that sense. Ruth: It helped me both as a manager and as a leader.
- How did you do this in government? Must be fascinating. Most useful was working at the missing levels of work which exist. You only know that by trying. I've done most of the amazing jobs on the front line.
- Change strategies are always destabilizing for people and people always dislike the discipline. I would say that it is more threatening to power. This actually works. Not for everybody, but for some people it's more threatening and they will savage and it is a tough thing to do.
- Can we just add something on the managing expectations in the public sector. The good news or the bad news? The advisor for taxpayers. But I tell you that managing the expectations down turns out to be a very constructive strategy.
- How did you do this in government? Must be fascinating. Most useful was working at the missing levels of work which exist. You only know that by trying. I've done most of the amazing jobs on the front line.
- Change strategies are always destabilizing for people and people always dislike the discipline. I would say that it is more threatening to power. This actually works. Not for everybody, but for some people it's more threatening and they will savage and it is a tough thing to do.
- Can we just add something on the managing expectations in the public sector. The good news or the bad news? The advisor for taxpayers. But I tell you that managing the expectations down turns out to be a very constructive strategy.
Ruth Hubbard
Organization:
Country:
Informations
Duration: 10:42
Language: English
Format:
Date: 2005
- Sean Jackson: It's probably a combination of necessity and good luck. He says 32% of all ranch employees rated morale as low. Management raised morale at as low as being 39%. Jackson says change can't come from within. Key ingredients are clear on value.
- Employees embrace the opportunity to meet with their manager's boss. Our core strategy is customer intimacy or so build deep relationships. What I still haven't done and what I've learned from today is actually being rigorous and fully looking at all of the work.
- There was one section of our business dealing with services to commercial operations that I did not declare it before. It had been growing 20% per year. You were bottom line, you had good people, so why upset the apple cart? It would have been a tough decision.
- In North America there's developed almost a cult around CEOs, that it's all about the CEO. That has to end. It's about the organization. We only have the privilege of leading the organization for a period of time. Our charge is to leave it in better shape than when we inherited it.
- Employees embrace the opportunity to meet with their manager's boss. Our core strategy is customer intimacy or so build deep relationships. What I still haven't done and what I've learned from today is actually being rigorous and fully looking at all of the work.
- There was one section of our business dealing with services to commercial operations that I did not declare it before. It had been growing 20% per year. You were bottom line, you had good people, so why upset the apple cart? It would have been a tough decision.
- In North America there's developed almost a cult around CEOs, that it's all about the CEO. That has to end. It's about the organization. We only have the privilege of leading the organization for a period of time. Our charge is to leave it in better shape than when we inherited it.
Sean Jackson
Organization: Meridian Credit Union
Country:
Informations
Duration: 15:54
Language: English
Format:
Date: 2005
- Within Bio, we have a set of tools that look at Capability Grip Up Appreciation and Career Path Appreciation. And the other thing is to think about capability in terms of what we call a jigsaw potential. Our capability does continue to grow and it does grow at different paces and it unfolds among consistent paths.
- Does your company ever look at the output of the work irregardless of what the level of work was required for the role? And in those situations where they then worked closer to their level of capability or further away. What of course happens in the discussion is to look at all the other elements that are needed for success.
- Does your company ever look at the output of the work irregardless of what the level of work was required for the role? And in those situations where they then worked closer to their level of capability or further away. What of course happens in the discussion is to look at all the other elements that are needed for success.
Judy Hobrough
Organization:
Country:
Informations
Duration: 14:45
Language: English
Format:
Date: 2005
- When is it appropriate to have an outside practitioner? The foundation is each person possesses a maximum ability to deal with complexity. This defines the maximum level of work a person has the potential to perform. It's critically important that we do more work on helping managers understand levels of work.
- There are two things that we have to deal with a little bit of complexity. One is the process or the way by which the information is compared. The second one is the complexity of the information itself. This is what takes place between stratum four and five change.
- We don't fully understand what mode is. We think myself, Captain Katie thinks that higher mode, when they process information, the young, high potential. What we recommend people do is interview them with a problem solving type of questions.
- Ensure that your data is from different sources, that they converge when appropriate. Keep a library of innocent images of collecting data. Place each transcript where it belongs relative to other transcripts. What you see is more or less complex.
- There are two things that we have to deal with a little bit of complexity. One is the process or the way by which the information is compared. The second one is the complexity of the information itself. This is what takes place between stratum four and five change.
- We don't fully understand what mode is. We think myself, Captain Katie thinks that higher mode, when they process information, the young, high potential. What we recommend people do is interview them with a problem solving type of questions.
- Ensure that your data is from different sources, that they converge when appropriate. Keep a library of innocent images of collecting data. Place each transcript where it belongs relative to other transcripts. What you see is more or less complex.
Glenn Mehltretter
Organization:
Country:
Informations
Duration: 23:35
Language: English
Format:
Date: 2005
- Glenn: I'm going to talk quickly here about global talent management. The system has been derived in work with clients over about six or seven years. It tries to answer questions for people in the organization. Here's who are my business unit heads coming from in seven years?
- The compensation module is a part of the decision making process. It's got salary, short term incentives and long term incentives. The idea is it's all together in the package so that managers can do their job.
- The compensation module is a part of the decision making process. It's got salary, short term incentives and long term incentives. The idea is it's all together in the package so that managers can do their job.
Donald V. Fowke
Organization:
Country:
Informations
Duration: 16:40
Language: English
Format:
Date: 2005
- 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.
George Weber
Organization: Canadian Dental Association
Country: Canada
Informations
Duration: 17:30
Language: English
Format:
Date: 2005
- Elliot Jacks concluded that psychological analysis, human relations and psychotherapy were not the keys to organization effectiveness. His foundational proposition is that it is the organization itself that is key to effectiveness. He believed that if you would put people in a supportive environment, all people would function as well as they could.
- Elliot Jacks: What is work? Work is the gift of God, the ability to co create. I'm concerned about two expressions of evil that I believe lie at the heart of capitalism. One is selfishness or self centeredness. Theologically, we call it idolatry.
- Elliot Jacks: What is work? Work is the gift of God, the ability to co create. I'm concerned about two expressions of evil that I believe lie at the heart of capitalism. One is selfishness or self centeredness. Theologically, we call it idolatry.
John Bryan
Organization:
Country:
Informations
Duration: 12:36
Language: English
Format:
Date: 2005
Ken Shepard, Ph.D, of the Canadian Centre for Leadership Describes how RO was applied at the Laboratory Centre for Disease Control in Health Canada.
- A director general with a limited number of people could improve organizational health. Cancer planning and what's being done nationally in Canada is directly related to that intervention. It took about three or four years, but there were substantial gains.
Ken Shepard
Organization:
Country: Canada
Informations
Duration: 9:14
Language: English
Format:
Date: 2005
- If you try and do serious consultancy work, you're always working through long term partnerships. Ken wants me to pick up some of these stories. We all do this, I think, when it works really well. I'd like to have you share those stories.
- The Germans began to get the hang of industrial democracy in the middle of the 19th century. You need to distinguish between decision making and policy formation. The English have not yet caught up forgive me repeating myself.
- Professor Harry Franklin was professor of Philosophy at Princeton. He wrote a paper many years ago and it's called On Bullish. What is the difference between hot air out and out, lying and bogus? If you're telling a lie, you are deliberately deceiving.
- The Germans began to get the hang of industrial democracy in the middle of the 19th century. You need to distinguish between decision making and policy formation. The English have not yet caught up forgive me repeating myself.
- Professor Harry Franklin was professor of Philosophy at Princeton. He wrote a paper many years ago and it's called On Bullish. What is the difference between hot air out and out, lying and bogus? If you're telling a lie, you are deliberately deceiving.
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 8:16
Language: English
Format:
Date: 2005
- Wilfred Brown joined Glacier at the age of 24 and married the boss's daughter. He became a lifelong socialist when they made him a lord in 1964. Alistair: Would it be fair to assume Brown was an opportunist as well?
- Wilfred Brown instituted the works council in every single factory within a year of becoming chief executive. He wanted to replicate the institutions of the state in an industrial organization. He forced managers to unionize themselves much interest to him. All that was in train until 1948 when Elliot came on the scene.
- Wilfred Brown instituted the works council in every single factory within a year of becoming chief executive. He wanted to replicate the institutions of the state in an industrial organization. He forced managers to unionize themselves much interest to him. All that was in train until 1948 when Elliot came on the scene.
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 10:28
Language: English
Format:
Date: 2005
- The Tavistock Institute grew out of Havasoc Clinic of Medical Psychology. The clinic was formed after the First World War. After the war, government wanted to encourage the creation of a new institution. The Institute comes on stream in 1948.
- In 48 we now have the Telescop Institute and the founding members are people like Harold Bridger. It's just a powerhouse of clever people. All based on the notion that there is an underlying psychology to organisational life. Unless you consciously and deliberately organize around the anxiety then the system will find its own way of handling the anxiety.
- In 48 we now have the Telescop Institute and the founding members are people like Harold Bridger. It's just a powerhouse of clever people. All based on the notion that there is an underlying psychology to organisational life. Unless you consciously and deliberately organize around the anxiety then the system will find its own way of handling the anxiety.
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 10:29
Language: English
Format:
Date: 2005
- Wilfred Brown taught Elliot that if you're in a purposeive system, then you do need a spine of authority. The word of authority is a tricky word for people. It gets confused with authoritarianism and autocracy. It was truly symbiotic.
- It was like Troy, it was a free flowing, highly creative moving very fast. Their ideas just bubbled to the surface. So attributing them is extremely pointless. Elliot had this depth in the psychological realm and Wilfred had the breadth an extraordinary sort of polymath in a way.
- It was like Troy, it was a free flowing, highly creative moving very fast. Their ideas just bubbled to the surface. So attributing them is extremely pointless. Elliot had this depth in the psychological realm and Wilfred had the breadth an extraordinary sort of polymath in a way.
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 12:12
Language: English
Format:
Date: 2005
- Brown believed democracy is the least worst way of managing affairs. He understood power and believed passionately that power will distort your world unless you corral it in the correct way. What he ended up doing was delegating authority from each manager to each subordinate.
- What happened with works councils? And where do unions fit in? For Wilfred, the unions were a necessary part of the deal. He was trying to force managers to unionize themselves as a power block. Has that happened anywhere else?
- What happened with works councils? And where do unions fit in? For Wilfred, the unions were a necessary part of the deal. He was trying to force managers to unionize themselves as a power block. Has that happened anywhere else?
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 12:35
Language: English
Format:
Date: 2005
Comments on indirect marketing of RO
- You could look at Brown's career in the end as a magnificent failure for a couple of reasons. He believed the institutions they had embedded in Glacier would outlive. The things over the years fell apart. It's a kind of a sad but fitting end to the tale.
- There's nobody in this conference who is extremely bright, and frankly, I don't think we'd be here unless we've been decently parented. What's the Ro value proposition like? To me, it's something like nobody will have any wriggle room. Most the thinking I've been doing is thinking about how to come to market obliquely.
- There's nobody in this conference who is extremely bright, and frankly, I don't think we'd be here unless we've been decently parented. What's the Ro value proposition like? To me, it's something like nobody will have any wriggle room. Most the thinking I've been doing is thinking about how to come to market obliquely.
Alistair Mant
Organization:
Country: Australia
Informations
Duration: 5:05
Language: English
Format:
Date: 2005
- Methods that have been described so far are probably very accurate ways to make inferences about someone's potential. The question then is, when you're trying to help an organization implement consistently and across the entire organization a methodology for evaluating current and future potential, what methodology should you use?
- The value of assessing current potential, future. If you want managers to develop their people, managers need to accurately diagnose why they're not as effective as they could be. Getting managers to go through the process of doing this then. Helps them identify the source of the gap between potential effectiveness and demonstrated effectiveness.
- Managers are not able to accurately judge people's current potential until they build in a. very hard, personal way, a mental model. About what these levels of role complexity are really about. Without developing this model, asking managers to assess the potential of their people is far less useful.
- The objective. Is to get managers to feel in. their bones how these different roles are different from each other. We developed software originally based on Access now on SQL Server using Visual Basic and out Visual Studio. First time out is about 85% accurate in terms of what they eventually arrive.
- We have a four by four model that we define a role by its size, level, role complexity, by the types. Of work inherent in the role. This allows managers to further refine their judgments and improve the accuracy of the judgments. The software works as well with CEOs of Fortune 100 companies as it does with first line shop managers.
- What's the question? Very simple. How big a role do you believe this person could handle? And it's an iterative discussion. You end up with your pipelines of potential. The medium level of effectiveness of the employees in the business should even correlate very closely with their actual business.
- The value of assessing current potential, future. If you want managers to develop their people, managers need to accurately diagnose why they're not as effective as they could be. Getting managers to go through the process of doing this then. Helps them identify the source of the gap between potential effectiveness and demonstrated effectiveness.
- Managers are not able to accurately judge people's current potential until they build in a. very hard, personal way, a mental model. About what these levels of role complexity are really about. Without developing this model, asking managers to assess the potential of their people is far less useful.
- The objective. Is to get managers to feel in. their bones how these different roles are different from each other. We developed software originally based on Access now on SQL Server using Visual Basic and out Visual Studio. First time out is about 85% accurate in terms of what they eventually arrive.
- We have a four by four model that we define a role by its size, level, role complexity, by the types. Of work inherent in the role. This allows managers to further refine their judgments and improve the accuracy of the judgments. The software works as well with CEOs of Fortune 100 companies as it does with first line shop managers.
- What's the question? Very simple. How big a role do you believe this person could handle? And it's an iterative discussion. You end up with your pipelines of potential. The medium level of effectiveness of the employees in the business should even correlate very closely with their actual business.
Gerald A. (Gerry) Kraines
Organization:
Country:
Informations
Duration: 28:51:00
Language: English
Format:
Date: 2005
- Small Entrepreneurial Organization long Term Growth and Sustainability Ro Concepts applied as consulting tools to facilitate entrepreneurs tasks. This presentation deals with the development of some tools and concepts used to help entrepreneurs achieve a degree of sustainability and growth in their small entrepreneurial organizations.
Atilio A. Penna
Organization:
Country:
Informations
Duration: 15:19
Language: English
Format:
Date: 2005
- At this point. we could approach the founder entrepreneur's work or on the other we could start to analyze the kind of organization which arises which appears. We're going to try to move along both of these paths simultaneously. Let's take a look at this diagram that will help us to understand first of all, how the mind of people who have created the business work.
- Every owner founder has somewhere in his mind what we have called the four dimensions of the founder owner role. These are the complexity of mental processing, the value and commitment to the task and one's skilled knowledge. The fourth dimension refers to organization, coordination, motivation and leadership.
- To the owner founder's eyes the organization is invisible. The creation of more levels is something which only makes the enterprise's organization weaker. Requisite organization helps the founder businessman and provides his enterprise with stability and possibly growth.
- In small organizations the visible working capacity is not well represented by the person's available current capacity. By understanding these three different capacity values, the businessman and his organization can be taken to a level of development that is above and beyond the founder's own capacity.
- Every owner founder has somewhere in his mind what we have called the four dimensions of the founder owner role. These are the complexity of mental processing, the value and commitment to the task and one's skilled knowledge. The fourth dimension refers to organization, coordination, motivation and leadership.
- To the owner founder's eyes the organization is invisible. The creation of more levels is something which only makes the enterprise's organization weaker. Requisite organization helps the founder businessman and provides his enterprise with stability and possibly growth.
- In small organizations the visible working capacity is not well represented by the person's available current capacity. By understanding these three different capacity values, the businessman and his organization can be taken to a level of development that is above and beyond the founder's own capacity.
Atilio A. Penna
Organization:
Country:
Informations
Duration: 30:11:00
Language: English
Format:
Date: 2005
- Dario Patina founded a company originally intended to provide software services. He was able to separate his CEO work from his work as client services manager. The company has five different sectors, each with its own manager. This allows one a great deal of freedom, but at some moments one has to take decisions alone.
- In relation with organizations such as a stockholder, a director and also an employee, you have to choose the right moment to perform each role clearly. These challenges maybe are a harder challenge for getting that objective than just looking for the right.
- In relation with organizations such as a stockholder, a director and also an employee, you have to choose the right moment to perform each role clearly. These challenges maybe are a harder challenge for getting that objective than just looking for the right.
Atilio A. Penna
Organization:
Country:
Informations
Duration: 10:43
Language: English
Format:
Date: 2005
- As consultants we must design four spaces for different kinds of work. The third task the consultant must take on is to facilitate the incorporation of the intermediate managerial level. The fourth task is a much more delicate one because it has to do with an emotional commitment that is assumed with the business.
- There are four possible levels of comprehension regarding the task a consultant carries out. Level B involves the supervision the consultant receives. Level C revolves around the possibility of theoretically studying the wide profile of consulting work. This leads to level four, or rather d, which is the development of a theoretical body of work.
- There are four possible levels of comprehension regarding the task a consultant carries out. Level B involves the supervision the consultant receives. Level C revolves around the possibility of theoretically studying the wide profile of consulting work. This leads to level four, or rather d, which is the development of a theoretical body of work.
Atilio A. Penna
Organization:
Country:
Informations
Duration: 6:03
Language: English
Format:
Date: 2005
A concurrent session at 2005 World Conference in Toronto on "Does this stuff really work?"
- The firm started in 1977. Since about 1990 we've been doing exclusively organizational work. We've also done research. So far we've only published one study. Our intention is to publish more.
- We've got data on over 26,000 manager direct report relationships from over 50 organizations. We find that the requisite situation occurs about 50% of the time. An organization can significantly improve those scores through an organization design process.
- Organization design in general is related to outcome measures in terms of financial performance, customer satisfaction, and employee satisfaction. We found a relationship between that and four year pension fund financial performance. This has been a continuing process.
- There's a statistically significant relationship between what the information processing capability of an employee is and the complexity of work required in a position. This organization, by the way, was requisite. Whether or not you'd find that high a correlation in an organization that wasn't requisite, you probably would not.
- We've got two studies related to information processing capability. What we're trying to do as much as possible is find opportunities through the consultancy to do research. Because our main business is consulting, we really haven't put the effort into the publication yet.
- We've got data on over 26,000 manager direct report relationships from over 50 organizations. We find that the requisite situation occurs about 50% of the time. An organization can significantly improve those scores through an organization design process.
- Organization design in general is related to outcome measures in terms of financial performance, customer satisfaction, and employee satisfaction. We found a relationship between that and four year pension fund financial performance. This has been a continuing process.
- There's a statistically significant relationship between what the information processing capability of an employee is and the complexity of work required in a position. This organization, by the way, was requisite. Whether or not you'd find that high a correlation in an organization that wasn't requisite, you probably would not.
- We've got two studies related to information processing capability. What we're trying to do as much as possible is find opportunities through the consultancy to do research. Because our main business is consulting, we really haven't put the effort into the publication yet.
Ronald G. Capelle
Organization:
Country:
Informations
Duration: 20:31
Language: English
Format:
Date: 2005
Video of a world conference presentation in 2005 and it's transcript
Robert Macphee discussed the transformation of the Canadian Passport Office, a part of foreign affairs and international trade, into a special operating agency. With 550 employees and a $50 million budget, the office faced a government mandate to operate more like a business. This led to a reevaluation of their business processes and organizational structure. Macphee noted variations in management styles across the 26 national offices, from hands-on to isolated approaches. A study by Capelle Associates revealed the need for structural changes, including reducing layers of management and redefining roles. The supervisor role was shifted from management to a lead hand position, addressing fragmented processes and accountability issues. Implementation involved sharing study results with all levels, redefining roles, and establishing an accountability framework. This restructuring led to improved efficiency, clearer worker direction, and better customer service. Macphee affirmed the positive impact of these changes and the importance of adaptability in organizational evolution.
Robert (Bob) MacPhee
Organization: Canadian Passport Office
Country: Canada
Informations
Duration: 17:16
Language: English
Format:
Date: 2005
Produced by Justin Codreau
Justin Codreau has volunteered to support GO World Conferences and became video editor for most of the videos appearing on this website.
Organization: GO Society
Country:
Informations
Duration: 5:46
Language: English
Format:
Date: 2007
- The author talks about strategic uncertainty and approaches to strategic uncertainty. Many organizations failures were all the more nearly complete precisely because their strategies were so great. The future was fundamentally uncertain in ways that there was simply no way to define.
- From a behavioral perspective success and failure are in fact twins. High commitment positions are also systematically associated with mere total failure. The resolution of the strategy paradox is to separate the making of strategic commitments from the management of strategic uncertainty.
- Things about Time Rising is related to an archetypal hierarchy. The core of that assistant I believe lies in finding a way to separate making strategic commitments from managing strategic uncertainty. How do you commit but remain adaptable?
- We need to separate ourselves from the notion that strategy is exclusively about commitment. At the lower levels, with the shorter time horizons, there is fundamentally less strategic uncertainty. As you move up this hierarchy, you do in fact, have to make strategic commitments in the face of uncertainty.
- When organizations are forced to think exclusively about the short term they do not manage the strategic uncertainty they face. Each operating division is forced to manage the trade off between risk and uncertainty itself. My hope is that by applying the principles of requisite organization in a slightly altered form something that I call requisite uncertainty.
- From a behavioral perspective success and failure are in fact twins. High commitment positions are also systematically associated with mere total failure. The resolution of the strategy paradox is to separate the making of strategic commitments from the management of strategic uncertainty.
- Things about Time Rising is related to an archetypal hierarchy. The core of that assistant I believe lies in finding a way to separate making strategic commitments from managing strategic uncertainty. How do you commit but remain adaptable?
- We need to separate ourselves from the notion that strategy is exclusively about commitment. At the lower levels, with the shorter time horizons, there is fundamentally less strategic uncertainty. As you move up this hierarchy, you do in fact, have to make strategic commitments in the face of uncertainty.
- When organizations are forced to think exclusively about the short term they do not manage the strategic uncertainty they face. Each operating division is forced to manage the trade off between risk and uncertainty itself. My hope is that by applying the principles of requisite organization in a slightly altered form something that I call requisite uncertainty.
Michael E. Raynor
Organization: Deloitte Research
Country: Canada
Informations
Duration: 20:24
Language: English
Format: Lecture
Date: 2007
- We've got a big business transformation ro engagement going, but we have an enormous bureaucracy that we're fighting. Our objective in the army is to apply proven business principles to these business challenges. Everybody needs a burning platform. And that's my challenge, to really change the way we're doing business.
- Transforming requires a value proposition, and our value proposition is to increase and maximize our combat readiness. As we transform, our warfighting units were transforming to smaller, more mobile, more adaptive units business. How do we prepare our people to be able to support that expanded role?
- Transforming requires a value proposition, and our value proposition is to increase and maximize our combat readiness. As we transform, our warfighting units were transforming to smaller, more mobile, more adaptive units business. How do we prepare our people to be able to support that expanded role?
Michael A. Kirby and Stephen Clemment
Organization: US Army
Country: USA
Informations
Duration: 10:01
Language: English
Format:
Date: 2007
- The army is on an optimization curve. It reinvents itself about twice a generation. We've decided to go to a mid 20th century business structure. It's a three to seven year journey. We will have kicked it off and the next administration.
- There's something interesting about the warfighting army structure on the left. The right hand side is the non war fighting army. How do you get it efficient and effective to support that side? You've got to have someone come in and force it.
- Excessive overhead, people working at the wrong levels, et cetera. Customers said there was a whole layer that didn't add value. We decided to do shared staff and shared services. And we saved a number of spaces by consolidating.
- We took about 140 to 150,000,000 out a year in operating costs from just that just the overhead. Now we're down at the operating level and we'll make another pass through looking for some more additional resources.
- There's something interesting about the warfighting army structure on the left. The right hand side is the non war fighting army. How do you get it efficient and effective to support that side? You've got to have someone come in and force it.
- Excessive overhead, people working at the wrong levels, et cetera. Customers said there was a whole layer that didn't add value. We decided to do shared staff and shared services. And we saved a number of spaces by consolidating.
- We took about 140 to 150,000,000 out a year in operating costs from just that just the overhead. Now we're down at the operating level and we'll make another pass through looking for some more additional resources.
Michael A. Kirby
Organization: US Army
Country: USA
Informations
Duration: 13:57
Language: English
Format:
Date: 2007
- There really is no tension between productivity and overhead. In the army we treat overhead as an entitlement. And requisite organization theory is a great way to create pain and suffering in a Bloated organization.
- Lean Six Sigma was the forcing function for business transformation. We rolled Ro out more judiciously, more surgically. This is the biggest deployment of Lean Six Sigma in the history of the world. It is somewhat resource intense at the beginning, and then it pays for itself.
- Why are people in dysfunctional organizations? They don't know what they're doing. Structure evolves, structure solidifies around vague authorities. We clarified the management philosophy of the army in General Order. This attempts to codify some of the things we learned in the first engagement.
- The lack of business situational awareness in the army is also a cause for dysfunctional structure. Who owns the business structure of the army? The civilians do. We're taking some steps now to centrally manage all the senior professional development structure.
- Strategy drives your structure. Your systems have to be updated to reflect your new strategy. Your processes must be leaned in terms of continuous process improvement. Together they really match and work very carefully together. If you do all that, you might actually become world class.
- Lean Six Sigma was the forcing function for business transformation. We rolled Ro out more judiciously, more surgically. This is the biggest deployment of Lean Six Sigma in the history of the world. It is somewhat resource intense at the beginning, and then it pays for itself.
- Why are people in dysfunctional organizations? They don't know what they're doing. Structure evolves, structure solidifies around vague authorities. We clarified the management philosophy of the army in General Order. This attempts to codify some of the things we learned in the first engagement.
- The lack of business situational awareness in the army is also a cause for dysfunctional structure. Who owns the business structure of the army? The civilians do. We're taking some steps now to centrally manage all the senior professional development structure.
- Strategy drives your structure. Your systems have to be updated to reflect your new strategy. Your processes must be leaned in terms of continuous process improvement. Together they really match and work very carefully together. If you do all that, you might actually become world class.
Michael A. Kirby
Organization: US Army
Country: USA
Informations
Duration: 19:15
Language: English
Format:
Date: 2007
- The mining industry hasn't really provided context for society in the last 30 to 40 years. And so for us and so being a participant in our industry, I don't believe we've really sold our story. It's a responsibility we have as leaders is for us to set context or understand context in that social setting.
- In about four years ago, Australians and Canadians were confronted with a choice about going to war in Iraq. The discussion in Australia ended up being about supporting a friend. For me, that was an important place to start in terms of making change or introducing change within Inco.
- After doing a three month review of the operations in the business, we came back with and said, we think we've got our business model wrong. We introduced the concept of options. We'll position the business differently so we can make better decisions when the world unfolds in front of us.
- Inco's chief executive was able to talk to the why and where all the pieces fit together. One of the ways that we opened the conversation was comparing him to Genghis Khan. And for Scott, he could start to see results, improving things, changing strategy.
- In about four years ago, Australians and Canadians were confronted with a choice about going to war in Iraq. The discussion in Australia ended up being about supporting a friend. For me, that was an important place to start in terms of making change or introducing change within Inco.
- After doing a three month review of the operations in the business, we came back with and said, we think we've got our business model wrong. We introduced the concept of options. We'll position the business differently so we can make better decisions when the world unfolds in front of us.
- Inco's chief executive was able to talk to the why and where all the pieces fit together. One of the ways that we opened the conversation was comparing him to Genghis Khan. And for Scott, he could start to see results, improving things, changing strategy.
Mark Cutifani
Organization: CRVD Inco
Country:
Informations
Duration: 23:43
Language: English
Format:
Date: 2007
by Stephen N. Xenakis
- Jack asked us to reflect on our experiences and how we got into introduced into this topic and area. Steve had been sent off by an unnamed general to Big Sur, where he was studying to bend spoons, remote viewing. This is a true story. Truth is stranger than fiction. He's a great man and has made great contributions to the army.
- The values and the culture that underlie what I feel has been my responsibility as a commanding general. I am responsible for the actions of my command and everyone whom I touch my voice and decisions for what they do and what they don't do. It is from that emotional perspective that I've come to search for some rational way to make decisions.
- The Commander has the responsibility to have the vision and energy to make changes. And the CEO has a responsibility to find some rational methodology to do it. And I believe it is embedded in these concepts, self correcting measures.
- The values and the culture that underlie what I feel has been my responsibility as a commanding general. I am responsible for the actions of my command and everyone whom I touch my voice and decisions for what they do and what they don't do. It is from that emotional perspective that I've come to search for some rational way to make decisions.
- The Commander has the responsibility to have the vision and energy to make changes. And the CEO has a responsibility to find some rational methodology to do it. And I believe it is embedded in these concepts, self correcting measures.
Stephen N. Xenakis
Organization: Organizational Design Systems
Country:
Informations
Duration: 9:12
Language: English
Format: Lecture
Date: 2007
- When I joined Von I found an organization that had around 60 standalone entities that were in a process of trying to merge under one corporate structure. The challenge that I faced and senior management faced is how you build it's. It's a three to five year process, at least, if not longer.
Judith Shamian
Organization: Victorian Order of Nurses, Canada
Country: Canada
Informations
Duration: 13:05
Language: English
Format: Lecture
Date: 2007
Mark Cutifani
- Ladies and gentlemen, for the request to share what we're going to talk to today is for me a privilege. I use this conversation to help people understand or personalize transitions and conversations about capability over time. There's some personal stuff in here, but again, I think it's relevant in terms of the conversation.
- I was frustrated with where I was and the work I was doing, more so than the way I was handled within CRA. Was then put in charge of the Western Mining nickel operations and Western Mining's nickel operations. Would you be interested in coming back west and working with us in Westerns?
- Aims to become a group executive for global operations of Normandy Gold. Has a difference of view in terms of disclosure to the market and a whole range of other things. The period tested his values and the position you take in business.
- I was frustrated with where I was and the work I was doing, more so than the way I was handled within CRA. Was then put in charge of the Western Mining nickel operations and Western Mining's nickel operations. Would you be interested in coming back west and working with us in Westerns?
- Aims to become a group executive for global operations of Normandy Gold. Has a difference of view in terms of disclosure to the market and a whole range of other things. The period tested his values and the position you take in business.
Mark Cutifani
Organization: CRVD Inco
Country:
Informations
Duration: 28:59:00
Language: English
Format: Lecture
Date: 2007
- Jillian Stamp developed Career Path Appreciation in 1947. More than 40,000 interviews have been completed globally. The MCPA was developed in 1982. It's a computerized version of the CPA. The outputs are very similar capability, potential and flow.
- Bias operates under global standards that are maintained centrally by the BIOS Operating Committee. Formal training is given to the practitioners. One to one feedback is given with every single tool. The hard work is making sure we give the person every opportunity to display their approach to work.
- Bias operates under global standards that are maintained centrally by the BIOS Operating Committee. Formal training is given to the practitioners. One to one feedback is given with every single tool. The hard work is making sure we give the person every opportunity to display their approach to work.
Louise Stratford
Organization: BIOSS North America Inc.
Country: USA
Informations
Duration: 6:52
Language: English
Format:
Date: 2007
2007 World Conference
- The process is basically we form a hierarchy of roles. Then what you do is you compare people to the roles. We say we're attempting to measure current potential capability, not current applied capability. With those three processes as anchors, you get a real sound judgment.
Glenn Mehltretter
Organization: PeopleFit
Country:
Informations
Duration: 8:01
Language: English
Format:
Date: 2007
- At ICAF, our objective is development. By using instruments that give us different measures of the same construct, we get several different looks at what the construct is supposed to be. Look at the correlations between the MCPA and other indicators of information processing style.
- I don't think the MCPA measures capability. It probably measures a proclivity. In our general officer sample, what we found is that they were prolific readers. They're making sense out of complex situations. But the administrator is the instrument and not the instrument itself.
- It's possible for someone to be too high on a measure. Development takes a lot of time, so if you find someone with high potential, it's possible to move them up too fast. A competent administrator must have sufficient grounding in theory and sufficient experience.
- I don't think the MCPA measures capability. It probably measures a proclivity. In our general officer sample, what we found is that they were prolific readers. They're making sense out of complex situations. But the administrator is the instrument and not the instrument itself.
- It's possible for someone to be too high on a measure. Development takes a lot of time, so if you find someone with high potential, it's possible to move them up too fast. A competent administrator must have sufficient grounding in theory and sufficient experience.
Owen Jacobs
Organization: Executive Development Associates
Country:
Informations
Duration: 11:00
Language: English
Format:
Date: 2007
- Jax: What we can do at DTS that we don't know of anyone else who's doing what we're doing yet. We've developed an assessment system that is completely independent of particular content. We can track the development of an individual over the course of many years in multiple domains.
- The ruler is based on unimental constructs, so that a five is always a five. Individuals function at different levels in different knowledge domains. Looking at the content and the structures separately makes it possible for us to describe learning pathways.
- The ruler is based on unimental constructs, so that a five is always a five. Individuals function at different levels in different knowledge domains. Looking at the content and the structures separately makes it possible for us to describe learning pathways.
Theo Dawson
Organization: Developmental Testing Service LLC
Country:
Informations
Duration: 15:40
Language: English
Format:
Date: 2007
- BIOS obtained similar results to those described by Dr. J. Jacob. When we look at, we say that the capability is necessary, but of itself not sufficient. It is absolutely important that you give people the tools to make sense of how they see the world.
- Second point, if I may. The issue is making meaning. And we do so by reflective thinking and by structured feedback on the reflective thinking process. But those are techniques that require some kind of outside coaching and feedback.
- Elliot's belief was that you are born not into a level, but into a growth, a maturation curve. But he cautions against wanting to move quicker and faster and up the curves. If you don't ground that capability in knowledge and skills, you're setting yourself up for failure.
- A detailed, fascinated person is negative affected in his or her capability. How do you differentiate correlation from Sensation without looking at content of information? When will a battery of assessment tools be commercially available?
- The Australians and Brits seem to see Stratum five as a higher conceptual level than North Americans. We're working in 27 different countries and we are seeing the perception of complexity and capability looking different in different cultures. How can we reconcile this?
- Do you tell participants what level and mode they score on the MCPA? If so, how and why is this useful? What I try to do is sense from the individual whether that person is comfortable with where he or she is in his or her position at the time. Then what I do is I speak to the individual's growth potential.
- Second point, if I may. The issue is making meaning. And we do so by reflective thinking and by structured feedback on the reflective thinking process. But those are techniques that require some kind of outside coaching and feedback.
- Elliot's belief was that you are born not into a level, but into a growth, a maturation curve. But he cautions against wanting to move quicker and faster and up the curves. If you don't ground that capability in knowledge and skills, you're setting yourself up for failure.
- A detailed, fascinated person is negative affected in his or her capability. How do you differentiate correlation from Sensation without looking at content of information? When will a battery of assessment tools be commercially available?
- The Australians and Brits seem to see Stratum five as a higher conceptual level than North Americans. We're working in 27 different countries and we are seeing the perception of complexity and capability looking different in different cultures. How can we reconcile this?
- Do you tell participants what level and mode they score on the MCPA? If so, how and why is this useful? What I try to do is sense from the individual whether that person is comfortable with where he or she is in his or her position at the time. Then what I do is I speak to the individual's growth potential.
Herb Koplowitz
Organization:
Country:
Informations
Duration: 25:08:00
Language: English
Format:
Date: 2007
The speaker discusses tools and methods to help people understand themselves holistically as whole persons in order to work and contribute. He talks about levels of meaning-making, finding signals in noise, and helping people reach their potential by removing inhibitors. He emphasizes understanding people's self-awareness through assessments like personality tests, developmental lines, and emotional intelligence frameworks. The goal is to give people the self-understanding to "plug themselves in" and be self-directed.
Mike Jay
Organization: Leadership University
Country:
Informations
Duration: 11:23
Language: English
Format:
Date: 2007
- Six Sigma is one of the children of Dr. Deming's quality approach. In this case, Deming is talking about open systems. It's open at both ends, the supplier and the customer. How do you size your units? Depends on the nature of what you're producing.
- The macroeconomic impact of how quality builds itself and eventually takes the market from the opponent. We have not yet developed the seven tools in terms of quality. The biggest bang for the buck is that there are seven tools.
- The macroeconomic impact of how quality builds itself and eventually takes the market from the opponent. We have not yet developed the seven tools in terms of quality. The biggest bang for the buck is that there are seven tools.
Ken Craddock
Organization:
Country: USA
Informations
Duration: 15:18
Language: English
Format: Panel
Date: 2007
- Yarra Valley Water is a company that provides water and sewage services to 600,000 homes in Melbourne. A Six Sigma group was put in customer operations, even though the intent was that Six Sigma would provide services all across the company. The company restructure and has implemented three key processes.
- I believe that Six Sigma is an extraordinarily useful tool. It's actually difficult to initiate in an organization because Six Sigma Black Belts are specialists. Trying to implement Six Sigma without using the requisite principles is unlikely to be very successful.
- I believe that Six Sigma is an extraordinarily useful tool. It's actually difficult to initiate in an organization because Six Sigma Black Belts are specialists. Trying to implement Six Sigma without using the requisite principles is unlikely to be very successful.
Jenny Bailey
Organization: Yarra Valley Water
Country: Australia
Informations
Duration: 13:07
Language: English
Format: Panel
Date: 2007
- For 30 years I was a professor at Ohio State University. I ended up at several army depots and wrote a case on the Lean processes at Letterkenny Army Depot. This Lean area that we're talking about now, the Lean initiative is enterprise wide. What I'm going to talk about is alignment.
- Panelists talk about how you align processes with organization structure. Think about vertical alignment and horizontal alignment. You're aligning your work around your value proposition, vertically levels. The books, the cases and the slides that you'll see today will be online.
- There is a difference between lean on the left and six sigma on the right. How the two ever became intertwined, I don't know. Managing with good metrics is essential. Organizational leadership must establish expectations and change.
- Letter Kenny was to turn that operation around over a cliff, towards a vision and mission. The one thing is really quite simple and it didn't come out in city slickers. Keep focused on the one thing, and in our case, it's operational excellence.
- Panelists talk about how you align processes with organization structure. Think about vertical alignment and horizontal alignment. You're aligning your work around your value proposition, vertically levels. The books, the cases and the slides that you'll see today will be online.
- There is a difference between lean on the left and six sigma on the right. How the two ever became intertwined, I don't know. Managing with good metrics is essential. Organizational leadership must establish expectations and change.
- Letter Kenny was to turn that operation around over a cliff, towards a vision and mission. The one thing is really quite simple and it didn't come out in city slickers. Keep focused on the one thing, and in our case, it's operational excellence.
Roger A. Harvey
Organization: Ohio State University College of Business
Country: USA
Informations
Duration: 17:08
Language: English
Format: Panel
Date: 2007
- Lean provides a set of tools for improving a process. Six Sigma provides a tool for improving your process. The tools of Lean are totally different from the tools of Six Sigma. Sometimes Lean is a useful tool, and sometimes Six Sigma is a Useful tool.
- Lean should give you 7% gains in productive effectiveness every year. If you take out the voice of the customer first, you're piloting your ship around towards failure. You can build redundancy in, but remove the fat.
- Efforts to be economical lead to reductions in capacity. The key question relates somewhat differently in the military. Where are you drawing your profits from? Are you drawing it from things or from people? Which comes first?
- Your organizational structure has to be around work. It's what is that process line at level one? What is that work? If you understand that, then you can design a structure that makes sure you've got the right roles for the process that's being implemented.
- Lean should give you 7% gains in productive effectiveness every year. If you take out the voice of the customer first, you're piloting your ship around towards failure. You can build redundancy in, but remove the fat.
- Efforts to be economical lead to reductions in capacity. The key question relates somewhat differently in the military. Where are you drawing your profits from? Are you drawing it from things or from people? Which comes first?
- Your organizational structure has to be around work. It's what is that process line at level one? What is that work? If you understand that, then you can design a structure that makes sure you've got the right roles for the process that's being implemented.
Stephen D. Clement
Organization: Organizational Design Inc.
Country: USA
Informations
Duration: 15:25
Language: English
Format: Panel
Date: 2007
Part of Panel - Creating the Requisite HR Function & Requisite Organization
- Thinking of as an exploration. So we'd like this to be a dialogue. We're going to propose some things. I've always found it fascinating, this separation between business and human resource stuff. There's a lot of interesting dichotomies to manage around this.
- HR work at level four and level five is often not clearly articulated and not clearly understood. Many organizations do not appreciate that there is such a thing as four and five. Even if they do, it is very difficult to find a qualified four level capacity person to fill the roles.
- HR has a huge component of their work, which is straight service delivery. On the other hand, HR has a significant, I think, stewardship role. A lot of this stewardship work enters into this whole realm of governance. Getting clarity around HR would go a long way to elevating and supporting the type of work.
- A lot of HR folks have said in the last while what we really need to be is strategic partners. One of the key questions I would have, and it's back to the is yes, but what does the line client want from you?
- To be successful, to move beyond the traditional range in HR is that you have to be what he calls now a credible activist. Most HR people can't do that because they don't understand anything about business. The work of HR is either not clear to HR itself or clear alignment between between HR and the client.
- HR work at level four and level five is often not clearly articulated and not clearly understood. Many organizations do not appreciate that there is such a thing as four and five. Even if they do, it is very difficult to find a qualified four level capacity person to fill the roles.
- HR has a huge component of their work, which is straight service delivery. On the other hand, HR has a significant, I think, stewardship role. A lot of this stewardship work enters into this whole realm of governance. Getting clarity around HR would go a long way to elevating and supporting the type of work.
- A lot of HR folks have said in the last while what we really need to be is strategic partners. One of the key questions I would have, and it's back to the is yes, but what does the line client want from you?
- To be successful, to move beyond the traditional range in HR is that you have to be what he calls now a credible activist. Most HR people can't do that because they don't understand anything about business. The work of HR is either not clear to HR itself or clear alignment between between HR and the client.
Anne Stephen
Organization:
Country:
Informations
Duration: 22:21
Language: English
Format:
Date: 2007
Part of panel on Creating the Requisite HR Function
- 50% of the time we know we'd have these boss subordinate relationships, not optimal. The biggest impact on people's productivity and sense of staying with an organization is what the boss so we know these things. HR folks ought to be totally targeted at these boot effects.
- One third of the time we see work assignments being unclear. The mismatch factor is about 35%. And to me, this is where the game starts for HR. I don't think HR people are taking advantage of those powerful economics enough to get people's attention.
- HR should be focused on this 30% to 40% productivity improvement. Delegation is also to more than 50% wrong in companies, according to our data. We have to improve our capacity and ability to implement and capture it.
- If HR person doesn't understand the business first thing, there's no right to be there in a leadership role. stewardship is actually the Judeo Christian fundamental value. And that applies to all functions too.
- You can be an international business and entirely run your HR from level four. What about a transnational business where actually you have centers of excellence around the world? These are entirely different businesses which require a sophisticated level of involvement to design the HR systems. If you don't get your corporate center thoughts right, everybody gets screwed.
- One third of the time we see work assignments being unclear. The mismatch factor is about 35%. And to me, this is where the game starts for HR. I don't think HR people are taking advantage of those powerful economics enough to get people's attention.
- HR should be focused on this 30% to 40% productivity improvement. Delegation is also to more than 50% wrong in companies, according to our data. We have to improve our capacity and ability to implement and capture it.
- If HR person doesn't understand the business first thing, there's no right to be there in a leadership role. stewardship is actually the Judeo Christian fundamental value. And that applies to all functions too.
- You can be an international business and entirely run your HR from level four. What about a transnational business where actually you have centers of excellence around the world? These are entirely different businesses which require a sophisticated level of involvement to design the HR systems. If you don't get your corporate center thoughts right, everybody gets screwed.
Anne Stephen and Rich Morgan
Organization:
Country:
Informations
Duration: 19:47
Language: English
Format:
Date: 2007
- Alf Rock is part of IBM Global Services' transformation and optimization practice. He says technologists are more architecturally inclined to looking at levels and layers in terms of OSI technology models. But when you throw technology at a sociocultural structure that is not congruent, it slides off.
- We're moving towards a purposeful, rule based culture where project managers don't turn up. Social technologies reconcile the required level of parallelism to execute. The most difficult thing in the game because who understands people is the people stream deliver that.
- We're moving towards a purposeful, rule based culture where project managers don't turn up. Social technologies reconcile the required level of parallelism to execute. The most difficult thing in the game because who understands people is the people stream deliver that.
Alf Rock
Organization: IBM Global Services
Country:
Informations
Duration: 20:57
Language: English
Format:
Date: 2007
- The hit rate of system implementation without requisite structures of project design and appropriate planning is no better than the one in three that any other organization change. No, absolutely no contracting out of a delivery project to any vendor, including me.
- The issue is the staffing capability of adequately qualified stratum four management, high level technologists. To SuckAnd or to delegate becomes the constraint on how fast the company can grow. Fundamental talent development problems are as integral to the issues of it as knowledge itself.
- The issue is the staffing capability of adequately qualified stratum four management, high level technologists. To SuckAnd or to delegate becomes the constraint on how fast the company can grow. Fundamental talent development problems are as integral to the issues of it as knowledge itself.
Daniel L. Smith
Organization: Leadership Solutions Four
Country:
Informations
Duration: 7:39
Language: English
Format:
Date: 2007
- I had the privilege and good fortune of working with Elliot since more or less since 1982. And one of the areas that I've. Been particularly trying to get his work. Down on paper so that we can. All understand the basic of how he views compensation. Any of you who have comments suggestions on this I would very much appreciate.
- All the remuneration that any individual receives for the work that they do in a managerial hierarchy. It varies from country to country but anything that goes to everyone exactly the same is usually not included in the calculation. Is a fair and a simple and a systematic way to compensate people for their work.
- In establishing requisite compensation, there are five steps. The ideal, best way to do this is by time spanning roles. Practice requisite consultants must have a skill of being able to time span. Historically, I find as much as a 50% difference all the way through the organization before you get the organization requisitely structured.
- All the remuneration that any individual receives for the work that they do in a managerial hierarchy. It varies from country to country but anything that goes to everyone exactly the same is usually not included in the calculation. Is a fair and a simple and a systematic way to compensate people for their work.
- In establishing requisite compensation, there are five steps. The ideal, best way to do this is by time spanning roles. Practice requisite consultants must have a skill of being able to time span. Historically, I find as much as a 50% difference all the way through the organization before you get the organization requisitely structured.
Nancy R. Lee
Organization: Requisite Organization Associates Inc.
Country:
Informations
Duration: 17:47
Language: English
Format:
Date: 2007
- Don Fowke: Come at this compensation thing from the point of view of entrepreneurial companies. Sometimes I work for publicly traded companies that are led by entrepreneurial leaders. What I've got here is an approach to felt fair pay that I use with these companies.
Donald V. Fowke
Organization: New Management Network
Country:
Informations
Duration: 10:59
Language: English
Format:
Date: 2007
- Most job evaluation systems and most corporations are fundamentally broken. It would not surprise me that you are probably looking at anywhere from 20 to $200 to $2 billion of excess compensation cost due to overlayer. If you're in compensation, you might want to take a hard look at it.
- The problem today in North America is what we're basically disclosing in proxy statements for shareholders is basically operational work. Are we paying CEOs for the right work? And beyond that, we're overpaying them for the operational work they're doing.
- Bob Greene: Watson Wyatt knows nothing about compensation. He asks: Does pay data reflect work that might be more looking, developing new products and developing new businesses. He says there's a five factor difference in complexity of the real work. Greene: Let's see what else we're going to talk about.
- Two clients in the last year had existing contracts with traditional comp consultants. When they tried to use it, it totally distorted the pay numbers we were getting. Can't trust any data coming out of Watson, Wyatt Towers. Parent and I'll go to court with them any day.
- There's a real problem right now in executive pay seeming somewhat off the rails. We took the Russell 3000, scrubbed the data, ended up with about 2500 companies. The concept of welfare pay, the concept of a pay multiplier to help you get a truly differential work, seems to work.
- The problem today in North America is what we're basically disclosing in proxy statements for shareholders is basically operational work. Are we paying CEOs for the right work? And beyond that, we're overpaying them for the operational work they're doing.
- Bob Greene: Watson Wyatt knows nothing about compensation. He asks: Does pay data reflect work that might be more looking, developing new products and developing new businesses. He says there's a five factor difference in complexity of the real work. Greene: Let's see what else we're going to talk about.
- Two clients in the last year had existing contracts with traditional comp consultants. When they tried to use it, it totally distorted the pay numbers we were getting. Can't trust any data coming out of Watson, Wyatt Towers. Parent and I'll go to court with them any day.
- There's a real problem right now in executive pay seeming somewhat off the rails. We took the Russell 3000, scrubbed the data, ended up with about 2500 companies. The concept of welfare pay, the concept of a pay multiplier to help you get a truly differential work, seems to work.
Mark Van Clieaf
Organization: MVC Associates International
Country:
Informations
Duration: 24:01:00
Language: English
Format:
Date: 2007
- All the accountants in the world care about human capital issues and organizational issues. Financial reporting isn't telling the financial investment community as much about the state of health of an organization. Companies should spend a lot more time reporting about non financial information.
David Creelman
Organization: Creelman Research
Country:
Informations
Duration: 4:28
Language: English
Format:
Date: 2007
Ulf Lindberg tells the story of founding Enhancer Consulting in Sweden and targeting its services to venture capital groups and family investors - 2007
- I have a background in the pharmaceutical industry. I developed Sweden's largest training house. We have been able to do time span and talent pool in more than 150 top management companies. They range from venture capital owned small businesses up to big global, multinational, multibillion dollar companies.
- A Swedish trading house with 7 billion Swedish in sales. They were going to recruit three only trainees. All management are involved in this process except for the CEO. And obviously they haven't thought through what the time span is of the role. So they recruited only one and they are very, very happy.
- In 4 hours we have the owners, the board, top management and two experts develop a business plan. You can see this when you merge units within big companies also it's the same thing. As a consultant you would like to have a success fee instead of consultancy fee, wouldn't you?
- This is a transport company with a 6 billion Swedish, so it's about a billion US company. You can imagine the effect of such a poor organizational structure. 75 of those are on level three and they hate their job. So then we talk about selling based on savings.
- On top of the 150 companies we have done the analysis of the management teams. And on top of that, we are also acting like moderator in the most extensive executive network among the big companies in Sweden. So we try to at least get a picture of what's going on in the Swedish market.
- A Swedish trading house with 7 billion Swedish in sales. They were going to recruit three only trainees. All management are involved in this process except for the CEO. And obviously they haven't thought through what the time span is of the role. So they recruited only one and they are very, very happy.
- In 4 hours we have the owners, the board, top management and two experts develop a business plan. You can see this when you merge units within big companies also it's the same thing. As a consultant you would like to have a success fee instead of consultancy fee, wouldn't you?
- This is a transport company with a 6 billion Swedish, so it's about a billion US company. You can imagine the effect of such a poor organizational structure. 75 of those are on level three and they hate their job. So then we talk about selling based on savings.
- On top of the 150 companies we have done the analysis of the management teams. And on top of that, we are also acting like moderator in the most extensive executive network among the big companies in Sweden. So we try to at least get a picture of what's going on in the Swedish market.
Ulf Lindberg
Organization: Enhancer Consulting
Country: Sweden
Informations
Duration: 21:49
Language: English
Format:
Date: 2007
Video of a presentation at the 2007 World Conference
- I want to try the couple try to hit the couple of things that weren't hit. And you're going to just we'll just go through them. It all right.
- We can take measures by counting things. How do we talk about role to role or design issues within the organization? We can measure in value with results, with economic results. And that would be extremely valuable.
- We can take measures by counting things. How do we talk about role to role or design issues within the organization? We can measure in value with results, with economic results. And that would be extremely valuable.
Glenn Mehltretter
Organization: PeopleFit
Country: USA
Informations
Duration: 7:56
Language: English
Format:
Date: 2007
Part of a Panel on Evolutionary / Stage Theory of Value Development and Diagnosis. Other Level Approaches
- In an organization, there's always a duality between what is organizational, what is personal, and what is outside the organization. Dualities are very important in the way the mind engages with the world. And if you apply the requisite duality, you get amazing guidance.
- When you're trying to strengthen the management culture what you do is you systematically introduce values. The next phase is for the organization to get a sense of its values and its goals. People can't work together on plans and goals if they're fighting each other. This process to push an organization through this.
- The pressures for change are because you want always more achievement. Any particular culture tends to deteriorate because in the beginning there are the easy wins. Another pressure can be leader focused. You must change and as you change you'll also be enabling society to change.
- When you're trying to strengthen the management culture what you do is you systematically introduce values. The next phase is for the organization to get a sense of its values and its goals. People can't work together on plans and goals if they're fighting each other. This process to push an organization through this.
- The pressures for change are because you want always more achievement. Any particular culture tends to deteriorate because in the beginning there are the easy wins. Another pressure can be leader focused. You must change and as you change you'll also be enabling society to change.
Warren Kinston
Organization: The SIGMA Centre Ltd.
Country:
Informations
Duration: 24:01:00
Language: English
Format:
Date: 2007
Evolutionary / Stage Theory of Value Development and Diagnosis: Other levels approaches
- I'm not a developmental stage expert, but I've gotten some very useful material out of looking at stage theories. At one point, I kept studying and values kept coming up. The second thing that came out of it was that development over time can also be represented as a progression of values.
- You cannot progress a new stage of development without at the same time developing skills that lets you execute those behaviors. If we're saying we're going to bring about a change, we need to recognize that there is an integral skill development piece.
- 30% of the data that we're measuring is really dealing with vertical, something to do with vertical capability. Most of the psychological things that we do are confounded with this thing called CIP. So it's kind of a fertile place for observation.
- You cannot progress a new stage of development without at the same time developing skills that lets you execute those behaviors. If we're saying we're going to bring about a change, we need to recognize that there is an integral skill development piece.
- 30% of the data that we're measuring is really dealing with vertical, something to do with vertical capability. Most of the psychological things that we do are confounded with this thing called CIP. So it's kind of a fertile place for observation.
Glenn Mehltretter
Organization: PeopleFit
Country:
Informations
Duration: 16:21
Language: English
Format:
Date: 2007
Part of a Panel on Evolutionary/Stage Theory of Value Development and Diagnosis. Other Level Approaches
- My comments are of an entirely different nature, and they come kind of takes off from Catherine's comments this morning thing. And I just want to give you my own it's really my own personal journey on the topic of the presentation.
- In part, he's looking at the prevalent use of personality tests for recruitment. Two thirds of them are with insurance agents who are in business for themselves. There are many ways of coming to value the work and the role.
- In accountability, the key relationship aspect is will I be considered acceptable? Catherine: There's quite a texture to values. This stuff applies to when you're inside an organization, it applies to your work outside. The question is its relevance inside the organization.
- The key point in this is accountability. It takes a culture only changes when there's something. It's bumping into something in the environment that's forcing a change. A manager holding me to account for a certain type of behavior makes me value that behavior.
- So for me, I've got a fair amount of green in my culture. When I explain levels theory or whatever, I just need to do it in a context that matches that in my organization. If I'm trying to explain hierarchies in a green culture, I need to be much more cognizant of where people are coming from.
- My view is that you just have to not actually present that piece of work in a different way. If you're working in an orange culture, you somehow got a link alignment to success. You need to put a lot of structure around your alignment session.
- In part, he's looking at the prevalent use of personality tests for recruitment. Two thirds of them are with insurance agents who are in business for themselves. There are many ways of coming to value the work and the role.
- In accountability, the key relationship aspect is will I be considered acceptable? Catherine: There's quite a texture to values. This stuff applies to when you're inside an organization, it applies to your work outside. The question is its relevance inside the organization.
- The key point in this is accountability. It takes a culture only changes when there's something. It's bumping into something in the environment that's forcing a change. A manager holding me to account for a certain type of behavior makes me value that behavior.
- So for me, I've got a fair amount of green in my culture. When I explain levels theory or whatever, I just need to do it in a context that matches that in my organization. If I'm trying to explain hierarchies in a green culture, I need to be much more cognizant of where people are coming from.
- My view is that you just have to not actually present that piece of work in a different way. If you're working in an orange culture, you somehow got a link alignment to success. You need to put a lot of structure around your alignment session.
Herb Koplowitz
Organization: Terra Firma Management Consulting
Country:
Informations
Duration: 18:45
Language: English
Format:
Date: 2007
- Issue because I wanted to talk that a bit in with encouraging about reflective practitioners. I would like to share with you a little bit about why I started in this field. The institute was founded and known primarily for the social analytics methodology. The thing I like about that methodology is that it is founded on uncertainty.
- Elliot's style in argument was always highly rigorous and along the lines of being very clear, precise definition. Your experience of being with him and arguing with him is extremely emotional. What we're really talking about here is the conditions under which if we're going to have successful relationships.
- In parts of organizations, people say the language is used inflexibly. If I happen to use a slightly different word or phrase in one organization to the other, that doesn't bother me too much. It depends what people hear in that organization and what is helpful.
- Language can be used as power. Never use the phrase working with the executive, if I were you. What you should do is to work alongside the CEO of the executive team and help them think through work. Some of the features that are in the book work with some of the models that help us understand how the work is perceived.
- Systems of differentiation and systems of equalization in an organization. All systems of differentiation should be linked back to the work to be done. If they're not, they will be perceived negative beyond value. We need to be clear about some disciplined thinking in this culture.
- consultants tend to fall into three groups. Mercenary. Mechanic is somebody who just likes to work and delight in the technical content. Pleasure is telling you how complex. Process isn't important as the relationship between the process and content is important.
- Elliot's style in argument was always highly rigorous and along the lines of being very clear, precise definition. Your experience of being with him and arguing with him is extremely emotional. What we're really talking about here is the conditions under which if we're going to have successful relationships.
- In parts of organizations, people say the language is used inflexibly. If I happen to use a slightly different word or phrase in one organization to the other, that doesn't bother me too much. It depends what people hear in that organization and what is helpful.
- Language can be used as power. Never use the phrase working with the executive, if I were you. What you should do is to work alongside the CEO of the executive team and help them think through work. Some of the features that are in the book work with some of the models that help us understand how the work is perceived.
- Systems of differentiation and systems of equalization in an organization. All systems of differentiation should be linked back to the work to be done. If they're not, they will be perceived negative beyond value. We need to be clear about some disciplined thinking in this culture.
- consultants tend to fall into three groups. Mercenary. Mechanic is somebody who just likes to work and delight in the technical content. Pleasure is telling you how complex. Process isn't important as the relationship between the process and content is important.
Ian Macdonald
Organization: MacDonald Associates Consultancy
Country: UK
Informations
Duration: 23:44
Language: English
Format:
Date: 2007
- Dunsite Engineering needs a reorganization. I've got a six part series on video cassettes. Will you look at them? No. Here, give me the helm or we'll never get back.
- The secret of high morale and efficiency is to have first class shop floor managers. But there is no shared concept of the term manager. Skilled work and boring work really don't exist. Those stemming from the lack of shared concepts and mental models.
- All human work includes the use of discretion in the pursuit of objectives and the carrying out of tasks. If people capable of using a high level of discretion are given work which requires only a low level, they will be bored. Most boredom is the result of misfit between personal capacity and level of work.
- A manager must have the right to decide who is most or least capable amongst his immediate subordinates. He must also have the authority to veto appointments to roles immediately subordinate to him. If all the answers to those questions are yes, then the role is a managerial one.
- First of a series of films on organization. Communications management by magic. How the Americans do it all better. Ideas in these tips are absolutely practicable. There's nothing revolutionary about it at all.
- The way in which we all behave at work is partly a function of our organizational environment. Random confusion in organization produces anxiety, hostility and antisocial behavior. If we want to avoid such behavior, we must be able to organize better.
- The secret of high morale and efficiency is to have first class shop floor managers. But there is no shared concept of the term manager. Skilled work and boring work really don't exist. Those stemming from the lack of shared concepts and mental models.
- All human work includes the use of discretion in the pursuit of objectives and the carrying out of tasks. If people capable of using a high level of discretion are given work which requires only a low level, they will be bored. Most boredom is the result of misfit between personal capacity and level of work.
- A manager must have the right to decide who is most or least capable amongst his immediate subordinates. He must also have the authority to veto appointments to roles immediately subordinate to him. If all the answers to those questions are yes, then the role is a managerial one.
- First of a series of films on organization. Communications management by magic. How the Americans do it all better. Ideas in these tips are absolutely practicable. There's nothing revolutionary about it at all.
- The way in which we all behave at work is partly a function of our organizational environment. Random confusion in organization produces anxiety, hostility and antisocial behavior. If we want to avoid such behavior, we must be able to organize better.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
- Amos: Think it'd help if they saw this tape. I'm not prepared for other people to see this stuff. How do you know they'll come? Well, come.
- From top to bottom of employment hierarchy, every operational role has these three same dimensions. But the higher up the hierarchy we go, the wider the knowledge required. If specialists have no explicit authority, then the tendency is for them to try to assume power over their operational colleagues.
- Three ranks of management. Each manager has a staff officer attached. There is a complex of relationships between BS, CS and DS. B and BS are therefore co managers of CS. A situation which will soon be rectified.
- If all operational managers two ranks down from the chief executive required and were provided with one type of staff officer. Whether or not certain dimensions of a manager's work should be externalized into specialist dimensions must depend on the circumstances. But relationships must be quite clear.
- The single T staff officer now has two subordinates separately accountable for process work and machine work, though neither of them are staff officers. If the idea is accepted that operational work has three dimensions and staff officers are appointed in each of them, then, because each staff officer is operating in a distinct dimension of work, a central point.
- Accountants employed in industrial and commercial hierarchies are another type of specialist. Their role is different from the staff officers I've been describing. In industry, accountants tend to attract unpopularity because their three main functions are not made explicit.
- From top to bottom of employment hierarchy, every operational role has these three same dimensions. But the higher up the hierarchy we go, the wider the knowledge required. If specialists have no explicit authority, then the tendency is for them to try to assume power over their operational colleagues.
- Three ranks of management. Each manager has a staff officer attached. There is a complex of relationships between BS, CS and DS. B and BS are therefore co managers of CS. A situation which will soon be rectified.
- If all operational managers two ranks down from the chief executive required and were provided with one type of staff officer. Whether or not certain dimensions of a manager's work should be externalized into specialist dimensions must depend on the circumstances. But relationships must be quite clear.
- The single T staff officer now has two subordinates separately accountable for process work and machine work, though neither of them are staff officers. If the idea is accepted that operational work has three dimensions and staff officers are appointed in each of them, then, because each staff officer is operating in a distinct dimension of work, a central point.
- Accountants employed in industrial and commercial hierarchies are another type of specialist. Their role is different from the staff officers I've been describing. In industry, accountants tend to attract unpopularity because their three main functions are not made explicit.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
- There'll always be two sides the workers and the bosses. There's a time and a place. Switch it on, Hamish.
- Mr. Black says senior staff are getting restive over holidays and pensions. Lack of a fully developed representative system means debates over differential conditions and wages between different sections and levels of staff can't happen. This leads to fragmented negotiations, leapfrogging claims and eventually real trouble.
- If representative boundaries cut across departmental boundaries, we're in a mess. A management must do what it can to help a representative system to work smoothly. Management is dependent on a smoothly working representative system for feedback of feeling and for negotiations.
- Negotiation will only take place at meetings between managers and representatives. Information which will affect the working conditions of large numbers of employees should be communicated by a manager personally to his extended command. I suggest we call the process of direct communication by managers contraction.
- The final point that should be made about representative systems. I'd regard any behavior of that kind as a bloody insult to shop stewards. With those simple rules enforce, there can't be negotiation.
- Next part four is on works councils. What would the EEC regulation? These films are based on the results of research carried out in the Glacier Metal Company Limited.
- Mr. Black says senior staff are getting restive over holidays and pensions. Lack of a fully developed representative system means debates over differential conditions and wages between different sections and levels of staff can't happen. This leads to fragmented negotiations, leapfrogging claims and eventually real trouble.
- If representative boundaries cut across departmental boundaries, we're in a mess. A management must do what it can to help a representative system to work smoothly. Management is dependent on a smoothly working representative system for feedback of feeling and for negotiations.
- Negotiation will only take place at meetings between managers and representatives. Information which will affect the working conditions of large numbers of employees should be communicated by a manager personally to his extended command. I suggest we call the process of direct communication by managers contraction.
- The final point that should be made about representative systems. I'd regard any behavior of that kind as a bloody insult to shop stewards. With those simple rules enforce, there can't be negotiation.
- Next part four is on works councils. What would the EEC regulation? These films are based on the results of research carried out in the Glacier Metal Company Limited.
Lord Wilfred Brown
Organization: Glacier Institute of Management
Country: UK
Informations
Duration:
Language: English
Format:
Date: 1970
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.
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
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
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